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What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape.

Register now and save up to 30% at IAAPA.org/IAAPAExpo.

Ryan Allen is the Lead Wingman of Little Birdie Consulting. With more than two decades in the attractions and hospitality industry, Ryan has built a career spanning Kings Dominion, Walt Disney World, Disney Cruise Line, Holland America Cruise Line, Carowinds, and now Six Flags Magic Mountain. Through Little Birdie Consulting, he helps organizations create stronger leaders, more connected teams, and more meaningful guest experiences by blending hospitality, creativity, and community. In this interview, Ryan talks about how creativity builds community, the intentionality of hospitality, and quicksand.

Creativity Builds Community“Creativity builds community.”

Ryan challenges the common belief that creativity belongs only to artists, musicians, or performers. Instead, he argues that creativity is found in every profession, whether someone is designing an experience, organizing a warehouse, solving operational problems, or managing finances. When people stop limiting themselves with labels like "I'm not creative," they begin approaching challenges with fresh perspectives and greater confidence.

He explains that creativity also strengthens relationships. By inviting people with different skills and viewpoints into the process, organizations build stronger communities where everyone contributes in meaningful ways. That sense of shared ownership ultimately leads to better experiences for both employees and guests.

Intentionality Of Hospitality“I think intentional hospitality means that everyone knows what the goal is.”

For Ryan, hospitality is not reserved for guests. Leaders must treat their own team members as guests first. He shares how small details, from preparing a meeting room before participants arrive to creating memorable first-day experiences for new employees, communicate respect and care long before any formal training begins.

Throughout the conversation, Ryan emphasizes that hospitality is demonstrated through preparation rather than good intentions. Organizations often focus on serving external guests while overlooking the everyday moments that shape the employee experience. By becoming more intentional behind the scenes, leaders create cultures where exceptional hospitality naturally extends to every guest interaction.

Quicksand“When you say you're busy, that's quicksand.”

Ryan uses the idea of quicksand as a metaphor for the beliefs and phrases that quietly trap leaders. Labels like "we're too busy," "communication is our problem," or "there's too much drama" become excuses that prevent organizations from identifying the real issues underneath. Instead of accepting broad statements, leaders should dig deeper to understand what is actually creating friction.

He encourages leaders to recognize the "stick" that helps them escape quicksand by replacing assumptions with curiosity, specificity, and action. When leaders challenge limiting beliefs, they create healthier workplaces that are better equipped to support both employees and guests.

Ryan invites listeners to connect with him on LinkedIn and follow Little Birdie Consulting on Instagram, where he shares leadership insights, hospitality ideas, his bi-weekly podcast, and curated "Birdie Beats" playlists designed to inspire and energize.

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What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape.

Register now and save up to 30% at IAAPA.org/IAAPAExpo.

Planning the perfect park trip or guest experience rarely goes exactly as expected. Weather changes, attractions close, schedules shift, and unexpected challenges can quickly derail expectations. During Matt’s recent road trip, “CoasterNerdCon 2026,” he gained several lessons on how flexibility, meaningful human connections, and thoughtful leadership can transform those moments into memorable experiences. In this episode, Matt and Josh talk about flexibility, authentic connections, operational observations, and the leadership lessons that emerged from CNC26.

Flexibility creates better experiences“You've got to remain flexible so you don't get bent out of shape.”

Matt reflects on his annual coaster road trip, where changing weather, ride closures, air quality concerns, and unexpected schedule changes required constant adjustments. Instead of allowing those disruptions to define the vacation, the group focused on what they could control and embraced new opportunities. This mindset is connected to leadership, explaining that successful leaders recognize what is beyond their control and redirect their energy toward creating the best possible outcome for their teams and guests.

The best memories often come from unexpected connections“We didn't create it; we allowed it to happen.”

An early park closure at Cedar Point unexpectedly led to one of the trip's most memorable experiences when Matt's group shared dinner with complete strangers who quickly became friends. The conversation expands into how spontaneity often creates the moments guests remember most. The lesson learned is that we should leave room for organic experiences instead of trying to script every detail, both in our personal lives and in leadership.

Small interactions leave lasting impressions“Without saying a word, I felt like we had made a connection.”

Matt shares a simple series of interactions with a Hersheypark team member that evolved from a smile to a wave, then a high five, and finally a sincere handshake. Genuine hospitality is not always loud or theatrical. Consistent acknowledgment, enthusiasm, and personal recognition communicate to guests that they matter. The conversation reinforces that strong relationships are built through repeated, authentic interactions, rather than one extraordinary moment.

Looking beyond the numbers“The numbers don't tell the whole story.”

Throughout the discussion, Matt highlights observations from several parks that sparked leadership conversations. He praises Kings Island's consistent parting greetings, Holiday World's remarkable cleanliness, and a standout food and beverage team member at Knoebels whose patience exemplified exceptional hospitality. Matt also shares thoughtful operational observations about communication, capacity, and leaning into signature guest experiences, encouraging leaders to evaluate decisions from the guest's perspective while balancing operational realities.

What lessons have you learned from your own park visits or guest experiences? Share your observations, stories, and ideas with Matt and Josh through the AttractionPros social media channels or by visiting the AttractionPros website. Your experiences could inspire a future conversation and help the entire attractions industry continue creating even better guest experiences.

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Caroline Schumacher is the President and CEO of Give Kids The World. After beginning as a College Program Cast Member at Walt Disney World, Caroline built a career spanning volunteer management, guest operations, fundraising, and executive leadership before leading the Astronaut Scholarship Foundation and recently returning to Give Kids The World. Her experience bridges hospitality, attractions, and nonprofit leadership, all centered on creating unforgettable experiences for families facing extraordinary challenges. In this interview, Caroline talks about inspiring hope, light, and joy, a first-class hospitality mindset, and work-life integration.

Inspiring hope, light, and joy“This week really is just filled with light and joy for them, and they have all these amazing family memories built during this week.”

Caroline explains that Give Kids The World exists to provide weeklong, cost-free vacations for children with critical illnesses and their families while partnering with wish-granting organizations throughout the world. Beyond offering accommodations and access to Central Florida attractions, the village creates an environment where families can temporarily set aside medical appointments, treatments, and uncertainty in favor of laughter, connection, and lasting memories.

She also discusses how thoughtful language supports the organization's mission. Shifting from terms like "terminal illness" to "critical illness" better reflects the hope they want every family to experience. Whether through personalized experiences like King Micah's coronation or everyday interactions throughout the village, every detail is designed to replace fear with optimism and remind families that joy still has a place in their lives.

First-class hospitality mindset“We never want our families to feel like they're getting charity.”

Caroline believes exceptional hospitality comes from making every family feel genuinely valued rather than simply cared for. Inspired by the service standards at luxury resorts, her team focuses on personalization rather than expensive gestures. Every department, from housekeeping to engineering, understands its role in creating a seamless experience that feels intentional and uniquely tailored to each family.

She emphasizes that outstanding hospitality begins with an authentic culture. Employees and volunteers must consistently live the organization's values because guests and volunteers quickly recognize whether those values are genuine. By creating meaningful experiences through thoughtful details, Give Kids The World delivers hospitality that rivals world-class resorts while offering something families cannot find anywhere else.

Work-life integration“Balance is really unrealistic.”

Caroline shares her philosophy that work-life integration is healthier than chasing perfect balance. She explains that different seasons of life naturally require different priorities, making the idea of equal balance unrealistic. Rather than separating work and personal life into competing categories, she encourages leaders to recognize how both can complement one another.

She intentionally brings her family into her work by involving her children in volunteer opportunities and celebrating professional successes together. Likewise, she encourages leaders to acknowledge the sacrifices made by employees' families, recognizing that meaningful work often requires support from loved ones behind the scenes. This perspective creates stronger relationships at home while fostering healthier, more sustainable leadership.

Caroline can be reached on LinkedIn. To learn more about Give Kids The World Village, volunteer, donate, or schedule a tour, visit www.gktw.org. During the interview, Caroline also encourages visitors to connect with her on LinkedIn if they would like to learn more about the organization or arrange a visit to experience the village firsthand.

And to get your “FAAAANTASTIC” socks, where all proceeds go directly to Give Kids the World, click here.

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Evan Hall is the Chief of Big Ideas of Forward Thinking Designs. Growing up in a family of touring musicians, Evan followed his parents into technical entertainment before beginning his own career at Disney, where he progressed from selling popcorn to becoming a show technician. After years in themed entertainment and AV integration, he co-founded Forward Thinking Designs to focus on creating immersive experiences through show control and programming for attractions around the world. In this interview, Evan talks about the magic of show control, surprise and delight through A/V, and being the Chief of Big Ideas.

Magic of Show Control“I've got a conductor, I have a show, we're running it, and I have lots of different characters and actors and musicians all playing in harmony in unison.”

Evan compares show control to an orchestra conductor coordinating every instrument to create a seamless performance. While guests only experience the finished attraction, his team's role is to ensure countless technical systems work together invisibly behind the scenes. Whether synchronizing audio, lighting, safety systems, or special effects, the goal is complete transparency so guests experience only the story and the magic, never the technology powering it.

Surprise and Delight through A/V“Anything technology, anything AV, anything that is gonna surprise and delight, that's really what gets our team super excited.”

Rather than focusing on traditional AV installations, Forward Thinking Designs specializes in entertainment experiences that create memorable emotional moments. Evan explains that every project begins with the creative vision, asking what guests should see and feel before determining how technology can make it happen. By planning for future expansion, simplifying user interfaces, and embracing emerging tools like AI where appropriate, the company creates systems that are both immersive for guests and intuitive for operators.

Chief of Big Ideas“It's never been my place to come up with an idea. It's always been my place to come up with a spark of an idea and then honestly get out of the way.”

Evan's unique title reflects his leadership philosophy. Rather than trying to solve every problem himself, he creates the initial spark and empowers his team to develop the best solution. He emphasizes understanding the end user, encouraging creativity, and allowing technical experts the freedom to innovate while keeping everyone focused on delivering experiences that guests will remember. For Evan, leadership is less about having every answer and more about creating an environment where great ideas can grow.

Evan can be reached on LinkedIn, as well as by email at evan@forwardthinkingdesigns.com. He also shared info@forwardthinkingdesigns.com as a general contact email. To learn more about Forward Thinking Designs, visit www.forwardthinkingdesigns.com.

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Traveling with young children can completely change the way an attraction is experienced, revealing moments of exceptional hospitality alongside opportunities where service can be improved. In this episode, Josh shares stories from his family's first visit to Disneyland through the lens of both a guest experience consultant and a parent, and unpacks the practical lessons that any attraction can apply. In this episode, Matt and Josh talk about creating memorable guest experiences through intentional hospitality, recognizing opportunities for service recovery, and understanding the unique needs of families visiting attractions.

Intentional hospitality creates memorable moments“The intentionality behind it is what made that happen. But it seemed like it was serendipitous. I think that is the definition of magic.”

Josh shares the unforgettable experience of his son's visit to Cars Land and an unexpected gift following a Lightning McQueen character meet-and-greet. What appeared to be a spontaneous magical moment was actually the result of thoughtful planning behind the scenes. Every organization can build systems that empower team members to recognize guest opportunities and create meaningful moments that feel effortless to the guest.

Hospitality means owning the solution“The only acceptable answer is to get you the steamed milk.”

A simple breakfast request became an example of how service recovery depends on ownership. When a restaurant's equipment failure prevented a request from being fulfilled, the initial solution shifted the responsibility to the guest before the team ultimately resolved the issue. In this example, hospitality professionals should look beyond explaining a problem and instead focus on finding a path to the desired outcome, especially when serving families who may already be managing additional challenges.

Seeing the invisible system“In the first story, an experience happened because we could not see the system running in the background. The second story happened because it was exposed.”

Comparing both experiences reveals an important distinction between great guest experiences and visible operational friction. Behind every magical moment is a carefully designed system working out of sight. When those systems remain hidden, hospitality feels seamless. When guests see the operational obstacles instead of the solution, the experience becomes less memorable for the right reasons. Designing invisible support systems is just as important as training frontline team members.

A new appreciation for families“I have a newfound level of respect and appreciation, having now been through that myself with my family.”

Reflecting on the trip, Josh shares how experiencing a theme park as a parent provided an entirely different perspective. From navigating airports to managing young children throughout the day, the experience reinforced the effort many families invest simply to arrive at an attraction. That realization also deepened his appreciation for families facing even greater challenges, reminding attraction professionals that every guest arrives with a unique story and deserves empathy throughout their visit.

These stories demonstrate that the most memorable guest experiences often come from the people and systems working behind the scenes to make hospitality feel effortless.

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Alex Sheen is the Founder and CEO of because I said I would. Inspired by the legacy of his father, Alex transformed a simple promise card into a global social movement that has distributed more than 15.5 million promise cards across 178 countries. Today, the nonprofit focuses on teaching resiliency skills and mental health habits through schools, prisons, workshops, and its 92-acre camp and retreat center in Ohio. In this interview, Alex talks about making promises, resiliency and mental health, and recognizing negative thinking.

Making promises“I respect you too much to make a promise I can't keep.”

Alex explains that promises are more than commitments. They are reflections of personal integrity. What began as a tribute to his father's reputation for always following through has evolved into a philosophy centered on intentional accountability. He shares how the simple act of writing a promise on a card creates a level of seriousness that spoken words often lack.

He also discusses the importance of having the courage to say no when necessary. Rather than making commitments that are unlikely to happen, Alex encourages people to focus on completing the promises that truly matter. By establishing healthy boundaries and prioritizing meaningful commitments, individuals can avoid compounding disappointment while strengthening trust with others.

Resiliency and mental health“It really is about the resiliency skills and mental health habits that we need to face the adversities of life.”

Alex describes how because I said I would has expanded beyond promise cards into an organization dedicated to helping people navigate life's challenges. Through workshops, educational programs, and its camp and retreat center, the nonprofit teaches practical skills such as stress management, accountability, self-control, and goal setting to students, families, organizations, and community groups.

He also reflects on the pandemic, when many of the organization's programs came to an abrupt halt. Rather than accepting defeat, the team shifted its mission by producing face masks for hospitals, supporting families affected by COVID-19, creating online resiliency courses, and ultimately investing in a permanent retreat center designed to sustain the organization's impact for generations.

Recognizing negative thinking“You can have thoughts and not believe them.”

As a practical takeaway, Alex introduces four common negative thinking patterns: focusing on the negative, all-or-nothing thinking, catastrophizing, and negative self-labeling. While these thought patterns are natural, he explains that recognizing them is the first step toward preventing them from controlling our decisions and emotions.

Instead of reacting automatically, Alex encourages leaders and individuals alike to pause and identify which thinking pattern they may be experiencing. Simply acknowledging, "I'm catastrophizing," or "I'm focusing on the negative," creates space to respond more thoughtfully. This simple habit, which the organization teaches in schools, prisons, and retreats, helps build emotional resilience in both everyday life and leadership.

Alex can be reached on LinkedIn, and encourages listeners to visit becauseisaidiwould.org to learn more about the nonprofit and camp.becauseisaidiwould.org to learn more about its retreat center.

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Jake McCoy is the Interim CEO of RWS Global. With a background in technical theater production and more than 15 years of experience across live entertainment, production, operations, and business strategy, Jake has helped shape RWS into a global leader in live moments across cruise lines, theme parks, sports, and destination experiences. After meeting RWS founder Ryan Stana backstage during Mariah Carey’s first “All I Want for Christmas Is You” production at the Beacon Theatre, Jake joined the company and has since worked across nearly every department within the organization. In this interview, Jake talks about human-led experiences, a single source of truth, and the Ferrari analogy.

Human-Led Experiences“At the end of the day, for me, this is really what it is all about is we create human-led experiences powered by exceptional human talent.”

Jake emphasized that while technology and AI continue to reshape the entertainment landscape, RWS differentiates itself through people. He explained that the company’s success comes from blending creative excellence with operational excellence while relying on world-class talent to bring experiences to life. Rather than simply producing entertainment, RWS focuses on creating emotional human connections through storytelling and immersive engagement.

He shared that audiences today no longer want entertainment to simply “happen at them.” Instead, guests want to actively participate in experiences. Jake highlighted immersive cruise ship lounges, secret speakeasy experiences, and branded activations as examples of how RWS creates environments where guests become part of the story. He also reflected on the emotional impact of character meet-and-greets, explaining that even seemingly small interactions can become lifelong memories for families and children.

Single Source Of Truth“I think one foundational principle, it doesn't matter how big you are, it doesn't matter if you're a five-person team or a 500-person team, is single source of truth.”

As RWS expanded globally through acquisitions, Jake explained that communication and operational alignment became one of the company’s biggest challenges. He described how different offices initially operated on disconnected systems, making collaboration inefficient and inconsistent. To solve this, RWS implemented a unified operational infrastructure where all teams use the same communication tools, HR systems, project management platforms, and content repositories.

Jake explained that a single source of truth is about much more than software. It creates clarity, accountability, and consistency across an organization. Whether someone works in New York, Shanghai, London, or Riyadh, every team member knows exactly where to find the most accurate information and how to communicate effectively. He stressed that scalable businesses require stable systems, consistent rhythms, and clearly defined communication channels that allow people to focus on delivering experiences instead of searching for the correct version of a document.

The Ferrari Analogy“RWS Global looks like a Ferrari on the outside. My job is to make sure that it is built like a Ferrari on the inside.”

Jake used this analogy to explain his operational philosophy as COO and now Interim CEO. While many companies focus only on what guests see externally, he believes long-term success depends on building strong systems, infrastructure, and operational discipline beneath the surface. That includes scalable processes, integrated global teams, intentional communication strategies, and carefully aligned acquisitions.

He explained that sustainable growth requires more than rapid expansion. Organizations must build a reliable internal engine capable of supporting future scale without sacrificing quality or culture. Jake shared that RWS learned early on that acquisitions do not naturally integrate themselves. Success requires clear communication, cultural understanding, unified systems, and leadership that intentionally creates one cohesive team. By building a strong operational foundation, RWS has positioned itself to continue growing across entertainment and sports markets around the world.

Jake can be reached on LinkedIn, as well as through the official RWS Global Instagram account at @rwsglobalofficial. To learn more about RWS Global, visit www.rwsglobal.com.

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Alyse Sklover is the Senior Manager of Events and Partnerships at ROLLER. Her career in the attractions industry began at The Walt Disney Company, where she worked in merchandise and entertainment in Tomorrowland before transitioning into the music industry. After studying at Rosen College of Hospitality Management, she returned to attractions at Kennedy Space Center Visitor Complex, later joining IAAPA during the pandemic as the FEC and LBE liaison. Following a role with Escapology, she joined ROLLER, where she now focuses on events and community marketing initiatives that strengthen collaboration across the attractions industry. In this interview, Alyse talks about “nail it before you scale it,” collaboration as our power-up, and letting your guests be mad.

Nail it before you scale it“Make sure that your focus really is on nailing it before you scale it.”

Alyse emphasized that attractions often become so focused on creating memorable “wow” moments that they overlook the operational basics guests expect. Drawing from her experience at Kennedy Space Center Visitor Complex, she explained that safety, cleanliness, and consistency must come before entertainment enhancements. She pointed out that no amount of “pixie dust” can overcome overflowing trash cans, unsafe walkways, or poor food quality.

She also connected this philosophy to larger entertainment brands. While she admires the creativity and energy of many organizations, she believes the industry sometimes becomes overly focused on spectacle instead of operational fundamentals. Alyse argued that once a company reliably delivers on core expectations, the added entertainment elements become much more impactful.

Collaboration as our power-up“Collaboration is my absolute favorite thing. And the power up for sure, it's what keeps this industry going.”

Alyse described community marketing as a way to strengthen the already collaborative nature of the attractions industry. Rather than building competing platforms or sales-focused events, her goal is to make existing resources more accessible to operators who are often stretched thin. She discussed creating regional events, roundtables, and resource hubs that help operators connect, learn, and support one another.

She believes attractions are unique because competitors openly share ideas, strategies, and best practices. Alyse shared a story about one roller skating operator willingly allowing another operator in the same state to copy her liability waiver because she simply wanted to help. She noted that poor experiences at one attraction can negatively impact perceptions of the entire industry, which motivates operators to collectively raise standards rather than protect information.

Letting your guests be mad“Just let me be upset. I'm not mad at you. This is not your failure. You're trying to make it right, but just let me be upset.”

Guest recovery is one of Alyse’s biggest passions, and much of her philosophy was shaped during her time at Kennedy Space Center Visitor Complex, where rocket launches could be scrubbed moments before liftoff. She explained that guests often traveled internationally and built entire vacations around launches, making those emotional disappointments incredibly difficult to recover from. Instead of immediately trying to “fix” emotions, she learned the importance of first allowing guests to feel disappointed and heard.

Alyse also stressed the importance of empowering frontline employees to resolve issues quickly. Crew members were given tools and recovery options they could offer immediately without waiting for management approval. She believes silence and delays only escalate frustration, while empathy and decisive action build trust. In many cases, she argued that a well-handled recovery can create a more loyal guest than an experience where nothing went wrong at all.

Alyse can be reached on LinkedIn, as well as through ROLLER’s website. To learn more about ROLLER, visitroller.software.

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Scott Brown is an attractions marketing leader with a career that spans family entertainment centers, digital solutions for attractions, and nearly a decade leading marketing initiatives for Family Entertainment Group. From working at miniature golf courses as a teenager to becoming a GM and marketing executive, Scott has built his career around creating memorable experiences and helping attractions connect emotionally with guests. Throughout the conversation, he reflects on the intersection of service, operations, and marketing, while sharing lessons learned from both leadership and frontline experience. In this interview, Scott talks about being an ambassador for service, how everything is marketing, and serving your niche.

Being an ambassador for service“Excellent service is easy to understand, but it is very difficult to execute.”

Scott explains that his passion for guest service was heavily inspired by his admiration for the Disney parks and their ability to create emotional connections with guests. Early in his leadership career, he immersed himself in service training philosophies and focused on teaching teams not only what to do, but why service matters. He emphasizes that excellent service is easy to understand but difficult to execute consistently because it requires leadership commitment, operational alignment, and emotional buy-in from employees.

He also discusses how scalable service culture cannot rely solely on slogans or surface-level friendliness. Instead, it must be embedded into leadership behaviors and daily operations. Scott believes that service starts with leaders who genuinely care about their teams, understand employee challenges, and reinforce the broader vision behind the guest experience. By doing so, organizations create teams that continue delivering exceptional experiences even during difficult or stressful moments.

Everything is marketing“Everything is marketing and marketing is everything.”

Scott describes marketing as far more than advertisements, coupons, or social media campaigns. In his view, every guest touchpoint contributes to the marketing of an attraction, from the condition of the parking lot to the attitude of frontline employees. He explains that marketing and guest service are inseparable because marketing creates expectations while operations and service fulfill them.

He shares that the strongest organizations intentionally align their messaging with the actual emotional experience guests will have on-site. When marketing promises one experience but operations fail to deliver it, the organization damages trust. Conversely, even attractions with weak advertising can generate powerful word-of-mouth marketing if the guest experience exceeds expectations. Scott repeatedly returns to the importance of emotion and “feel,” explaining that the best marketing communicates how guests will feel during the experience, not simply what they will buy.

Serving your niche“If you want to be something for everybody, you’re going to be something for nobody.”

Scott believes one of the biggest mistakes attractions make is trying to appeal to everyone instead of identifying a distinct audience and emotional position in the marketplace. He explains that attractions are not simply competing against businesses with similar offerings, but against every experience that competes for guests’ discretionary time and money.

Using an example from his work with an entertainment center in Massachusetts, Scott describes how his team focused on positioning the venue as the place “where fun families come to compete and play.” He explains that the phrase was intentionally crafted to shape both the attraction’s messaging and the emotional identity of the guests they hoped to attract. By clearly defining the type of guest experience they wanted to create, the organization was able to communicate more authentically and differentiate itself from competitors. Scott believes the most successful organizations are the ones that deeply resonate with a specific audience rather than attempting to broadly appeal to everyone.

Scott can be reached on LinkedIn, as well as by email at browngator1@gmail.com.

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Lauren Weaver is the Vice President of Marketing and Business Development at Sally Dark Rides. Raised in Jacksonville, Florida, Lauren grew up immersed in the attractions industry through her family’s business and early exposure to IAAPA expos and theme parks around the world. After graduating from Florida State University with a degree in international affairs, she spent time working at Adventure Landing to gain operational experience before joining Sally Dark Rides and helping lead the company’s marketing and promotional efforts. In this interview, Lauren talks about the impact of dark rides, reciprocal marketing, and growing up in the industry.

The impact of dark rides“One of the best things about a dark ride is that it truly gives you a memory that you walk away with and that you hold onto.”

Lauren explains that dark rides create a unique emotional connection for guests because they allow families to experience attractions together rather than splitting up due to height restrictions or thrill intensity. She shares how dark rides can become defining attractions for parks, helping create traditions that span generations. Unlike many attractions that cater to specific audiences, dark rides provide a shared storytelling experience where parents and children can enjoy the same adventure side by side.

She also discusses how strong themed storytelling extends beyond the attraction itself. Using examples like Phantom Theater at Kings Island and Cupfusion at Hersheypark, Lauren highlights how dark ride characters and stories can influence food and beverage, merchandise, and other attractions throughout a park. She emphasizes that a successful dark ride delivers both short-term excitement and long-term return on investment through nostalgia, repeat visitation, and multi-generational appeal.

Reciprocal marketing“If they’re making our product look good, and I’m helping them make our product look good, we both shine.”

Lauren shares how marketing a dark ride differs from promoting visible attractions like roller coasters. Since guests cannot immediately see what is inside the attraction building, the marketing must focus on story, mystery, characters, and anticipation. She describes how Sally Dark Rides collaborated with Kings Island to build excitement around Phantom Theater by teasing mysterious developments and releasing behind-the-scenes content that generated strong engagement on social media.

She also explains the reciprocal nature of attraction marketing between manufacturers and parks. When a park promotes a new attraction, it elevates the visibility of the supplier that created it. At the same time, Sally Dark Rides actively supports its clients through content creation, trade show exposure, and production updates that help parks market their new attractions more effectively. Lauren notes that this partnership-driven approach allows both companies to benefit from each other’s visibility and credibility within the industry.

Growing up in the industry“As soon as you get a taste of this wonderful and incredibly fun attractions industry, you get addicted.”

Lauren reflects on growing up around the attractions business and attending IAAPA expos from a young age with her father, Sally Dark Rides co-founder John Wood. She recalls how overwhelming and exciting the trade shows felt as a child, constantly meeting new people and learning about innovative attractions. Rather than simply observing, she was encouraged to actively participate by speaking with attendees and helping represent the company on the trade show floor.

That early exposure helped shape her passion for the industry and ultimately influenced her career path. Lauren also credits her time working at Adventure Landing for giving her valuable operational perspective, from handling birthday parties to managing large group events and learning how multiple departments work together to create a seamless guest experience. She believes those experiences strengthened her understanding of what parks truly need from their attraction partners and helped prepare her for her current leadership role at Sally Dark Rides.

Lauren can be reached on LinkedIn, as well as on Facebook. To learn more about Sally Dark Rides, visit www.sallydarkrides.com.

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Paul Couch is the Creative Producer of PTC Stages. Over the course of a decades-long career in entertainment, Paul built a remarkable path through theme parks, concert venues, theater management, and higher education. Beginning as a singer inspired by live performance, he worked at parks including Kings Island, Opryland USA, and Dollywood while also helping lead entertainment operations at the historic Ryman Auditorium. Along the way, he produced concerts, managed festivals, developed theatrical productions, and later became an Assistant Professor at Middle Tennessee State University. In this interview, Paul talks about theme park career stories, entertainment as the human experience, and working with Dolly.

Theme park career stories“Working at King's Island that summer was the best job of my life.”

Paul shares a fascinating career journey that began with a desire to become a professional singer after being inspired by a live Neil Diamond album as a teenager. That passion eventually led him into the theme park industry when he was hired to perform at Kings Island, where he unexpectedly found himself immersed in country music and theme park entertainment. That experience introduced him to a larger world of live entertainment production and sparked his interest in building a career beyond performing alone.

From there, Paul worked his way through Nashville’s entertainment scene, balancing music industry jobs with carpentry work before deciding to pursue live show production full time. Networking played a critical role in helping him transition into management at Opryland, where he developed a reputation for getting things done and eventually became deeply involved in concerts, Halloween festivals, and large-scale entertainment operations. His career later expanded to the Ryman Auditorium, where he helped guide concerts and theatrical productions during a transformative period for downtown Nashville before ultimately joining Dollywood’s entertainment leadership team.

Entertainment as the human experience“Entertainment has a big footprint, not just as a business, but as part of the human experience.”

Paul offers a thoughtful perspective on why entertainment matters so deeply within theme parks and beyond. He explains that gathering together for shared experiences is fundamentally part of being human, pointing to the ancient Greek Theater of Dionysus as evidence that people have always sought communal entertainment experiences. For Paul, theme parks are not simply offering rides and attractions. They are creating opportunities for emotional connection and collective experiences that guests actively crave.

He also discusses the evolving role of technology in entertainment and how guest expectations continue to rise. Modern audiences expect sophisticated lighting, sound, video, and production value, and parks that successfully balance those advancements with manageable operating costs will be positioned well for the future. Paul believes entertainment remains essential because it fulfills something deeply rooted in human nature, which is why live concerts, productions, and immersive experiences continue to grow in popularity across the industry.

Working with Dolly“She is the person that you hope she is.”

When discussing his experience working with Dolly Parton, Paul describes her as authentic, professional, and deeply collaborative. He explains that while working with someone of Dolly’s stature was initially intimidating, their relationship evolved over time into a friendship built on trust and mutual respect. He credits her with maintaining incredibly high standards for the entertainment experiences connected to her name while also remaining approachable and generous in the creative process.

Paul also shares insight into their collaboration on Dolly Parton’s Smoky Mountain Christmas Carol, a musical that premiered in Boston before touring internationally and across the United States. He emphasizes that Dolly values equal collaboration and genuinely wants to hear ideas from her creative partners. That openness, combined with her professionalism and kindness, helped create an environment where everyone involved could feel proud of the final product and invested in the work they created together.

Paul can be reached on LinkedIn, as well as by email at ptcstages@gmail.com. To learn more about PTC Stages, visit www.ptcstages.com.

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Walter Magnuson is the Executive Director of Winchester Mystery House. With a background that includes guest-facing leadership roles at The Walt Disney Company and experience in hospitality, entertainment, and operations, Walter brings a blend of historical stewardship and modern attraction management to one of the most recognizable historic properties in the United States. Throughout the conversation, he shares insights into preserving the legacy of Sarah Winchester while continuing to evolve the guest experience for modern audiences. In this interview, Walter talks about legends and lore, steering the passion, and providing reassurance.

Legends and lore“And the legends and lore of the story is that she sought out a medium… and the medium advised that all the karma is cursing you.”

Walter explains how the story of Sarah Winchester continues to fascinate guests more than a century after her passing. He walks through the origins of the home, from Sarah’s personal tragedies and the rise of spiritualism in the late 1800s to the unusual architectural features that still define the estate today. The house’s winding hallways, stairs leading nowhere, and sealed-off rooms have fueled decades of speculation and intrigue, helping transform the property into a globally recognized attraction.

At the same time, Walter emphasizes that the attraction is not solely about ghost stories. The team continues uncovering new historical details about Sarah Winchester’s philanthropy, business acumen, and influence during a time when few women held similar power or independence. By balancing the paranormal appeal with deeper historical storytelling, Winchester Mystery House continues to evolve while still honoring the myths and mysteries that first captured public attention.

Steering the passion“I think it’s really trying to steer that passion in the direction that is most beneficial for us and for the guest experience.”

Walter speaks candidly about leading a team of “caretakers” who feel personally connected to the house and its history. Rather than referring to employees as staff members, the organization embraces the idea that everyone is collectively responsible for preserving and sharing Sarah Winchester’s legacy. Walter explains that many team members feel deeply protective of the property, sometimes even hesitant to expose certain areas of the house to guests out of fear of damage or overuse.

His leadership approach focuses on channeling that passion toward guest-centric thinking. By opening previously restricted spaces, enhancing storytelling, and modernizing parts of the experience, Walter has worked to shift the internal culture toward accessibility and hospitality while still respecting the home’s historical significance. He also discusses the realities of operating a privately owned historic attraction, reminding the team that ticket revenue directly funds restoration efforts and keeps the property relevant for future generations.

Providing reassurance“It’s not escapism and it’s not fantasy. It’s reassurance.”

Walter reflects on lessons he learned during his time at Disney, specifically the philosophy shared by legendary Imagineer John Hench. Walter explains that great attractions do more than entertain. They reassure guests that the world is meaningful, welcoming, and worth exploring. He connects that philosophy directly to Winchester Mystery House and other historic attractions that create emotional experiences capable of inspiring guests long after they leave.

Walter also applies this mindset to leadership and organizational culture. Whether discussing neighborhood development around the property or guiding employees through operational change, he consistently emphasizes optimism, communication, and perspective. For him, attractions are not just places people visit. They are places where people reconnect with history, imagination, and each other. That sense of reassurance, he believes, is what makes experiences truly memorable and enduring.

Walter can be reached on LinkedIn, as well as by email at walter@winchestermysteryhouse.com. To learn more about Winchester Mystery House, visit Winchester Mystery House.

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Niko Radjenovic is the Vice President of Business Services for the Wildlife Conservation Society. After growing up visiting the Bronx Zoo as a child, Niko joined the organization at just 15 years old as a seasonal employee and has now spent nearly 35 years with WCS, rising through the ranks from frontline operations to executive leadership. Today, he oversees attendance-driven revenue and visitation strategies across the Bronx Zoo, New York Aquarium, Central Park Zoo, Prospect Park Zoo, and Queens Zoo. In this interview, Niko talks about pioneering conservation, nimble leadership, and cascading goals.

Pioneering conservation“We were a pioneer in conservation. Now it's one of those buzzwords, but a hundred plus years ago, not so much.”

Niko explains how the Bronx Zoo and the Wildlife Conservation Society helped shape modern conservation efforts long before conservation became a mainstream focus. He shares the story of how the Bronx Zoo played a key role in helping save the American bison population more than a century ago by breeding bison and reintroducing them into protected habitats in the western United States. He also highlights the organization’s history of creating naturalistic, cageless habitats that transformed how zoos approached animal care and guest experiences.

Throughout the conversation, Niko reinforces how conservation is woven into every aspect of the organization. From educational messaging throughout the parks to the global field conservation programs operated by WCS, he emphasizes that the guest experience is designed to inspire visitors to care about wildlife and natural habitats. He also discusses how initiatives like the Animal Planet series The Zoo helped communicate the level of care and dedication behind animal welfare and conservation efforts.

Nimble leadership“You have to take risks and you have to try new stuff.”

Having spent his entire career with one organization, Niko reflects on the leadership philosophy that has allowed him to continually evolve while keeping his teams engaged. He describes the importance of understanding what success looks like, empowering people based on their strengths, and creating excitement around organizational change. Rather than relying on rigid structures or micromanagement, he focuses on transparency, consistency, and helping team members grow into new opportunities.

Niko also shares how he approaches leadership with an entrepreneurial mindset. He discusses a pivotal decision around food service operations, where instead of outsourcing, he proposed reinvesting in the business internally and building the expertise needed to improve operations from within. That decision led to significant growth and stronger financial returns for the organization. He credits much of that success to being nimble, embracing change, and surrounding himself with talented people who can execute effectively.

Cascading goals“We always make sure they're cascading, that everybody's goals support their manager's goals, support the department goals, support my goals as the business unit head.”

One of the leadership concepts Niko revisits multiple times throughout the interview is the importance of alignment across teams and departments. Managing five different properties across New York City requires consistent communication, shared priorities, and a clear understanding of organizational objectives. He explains how cascading goals help ensure every employee understands how their role contributes to broader organizational success.

Niko also describes practical strategies for maintaining consistency across multiple locations, including leadership exchanges between properties, regular walkthroughs, and what he calls “inspect what you expect.” By visiting the parks both as a leader and anonymously as a guest, he gains firsthand insight into the visitor experience and identifies opportunities for improvement. This alignment between strategy, operations, and frontline execution has helped WCS maintain strong guest experiences while continuing to grow attendance and revenue.

Niko can be reached on LinkedIn, as well as by email at nradjenovic@wcs.org. To learn more about the Wildlife Conservation Society, visit WCS.org.

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Melissa Felder is an executive leader in cultural attractions with more than three decades of experience across consumer packaged goods, technology, financial services, and mission-driven organizations. She has held senior leadership roles at the California Academy of Sciences and most recently served as interim Executive Director at CuriOdyssey. Her career reflects a progression from marketing and product leadership into full organizational oversight, with a focus on experience, revenue, and purpose alignment. In this interview, Melissa talks about purpose-driven organizations, people-powered experiences, and the future of cultural attractions.

Purpose-driven organizations“I am a purpose-driven cultural attractions executive leader with over three decades of professional experience developing and growing public-facing brands.”

Melissa emphasizes that purpose is not just a statement but an evolving framework that guides decision-making and experience design. She shares how mission statements at the California Academy of Sciences evolved from “explore, explain, protect” to a more forward-looking focus on regeneration, reflecting broader societal shifts. These changes were not cosmetic. They influenced how teams communicated, how experiences were designed, and how success was measured.

She also highlights the importance of alignment between organizational purpose, team purpose, and individual purpose. When these are in sync, teams can execute with clarity and conviction. Without that alignment, even well-crafted missions can fall flat. For leaders, the challenge is not defining purpose but operationalizing it in a way that is both meaningful and actionable.

People-powered experiences“When a person is involved in the interaction, it greatly increases the entire visit satisfaction.”

Melissa stresses that while exhibits and environments matter, it is people who bring experiences to life. At Cal Academy, her team embedded the mission into both physical design and human interaction by equipping staff with prompts and conversation starters that encouraged guests to think, reflect, and connect with nature. These small moments of engagement became critical touchpoints in the overall experience.

She explains that people-powered experiences require intentional design, continuous training, and feedback loops. Staff were not only trained but also involved in refining messaging based on guest interactions. This created a sense of ownership and improved outcomes. The result is a virtuous cycle where stronger interactions lead to higher satisfaction, which in turn drives repeat visitation and advocacy.

Future of cultural attractions“The shift is from being a passive spectator to being an active participant.”

Looking ahead, Melissa identifies a major shift in how guests engage with cultural attractions. Experiences are moving away from passive observation toward active participation, where guests interact, question, and immerse themselves in meaningful ways. This trend is paired with a move toward personalization, where visits are tailored to different audiences rather than designed for a single “average” guest.

She also points to broader changes, including increased focus on conservation in zoos and aquariums, evolving ethical considerations, and the integration of technology in ways that enhance rather than replace physical experiences. While digital tools will play a role, she believes the power of real-world, sensory engagement will remain central. The future will be defined by organizations that connect purpose, participation, and personalization into a cohesive guest experience.

Melissa can be reached on LinkedIn, as well as by email at mfelder@tamviewstrategy.com.

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Derek Williamson and Kathleen McDonough are the co-founders of Evercruiting, a recruitment technology company focused on improving hiring for service-based industries. Derek brings experience from operating and scaling multi-location businesses before leading an HR tech company as CEO, while Kathleen built her career in restaurant operations and applicant tracking systems, working with major brands and helping scale a previous company through acquisition. Together, they reunited to tackle persistent hiring challenges with a fresh perspective shaped by emerging technology and frontline realities. In this interview, Derek and Kathleen talk about recruitment technology, drawing a line in the sand with AI, and advocating for the applicant.

Recruitment technology“Fundamentally, this whole hiring process has not really changed in like a hundred years. The only thing we did was we put the existing process online.”

Derek highlights a core flaw in traditional hiring systems: they are often designed for HR teams rather than the frontline managers actually responsible for hiring. In industries like attractions and restaurants, these managers are busy operating the business, not sitting at a desk updating systems. Evercruiting flips that approach by building tools that meet managers where they are, especially through mobile and text-based interactions.

Kathleen reinforces that everything is now filtered through the lens of the frontline user. Instead of forcing adoption, their goal is to create something managers naturally want to use because it makes their jobs easier. This shift reflects a broader rethinking of recruitment technology, focusing less on process compliance and more on usability and real-world application.

Drawing a line in the sand with AI“We’re not going to use AI to replace human judgment.”

Derek explains that many current AI tools in hiring attempt to evaluate candidates by scoring resumes or analyzing interviews, which introduces bias and overconfidence in flawed outputs. Rather than letting AI act as the decision-maker, Evercruiting uses it to support both candidates and employers by highlighting strengths and streamlining administrative tasks.

Kathleen adds that AI should handle repetitive work like scheduling and communication, freeing up humans to focus on meaningful interactions. This philosophy establishes a clear boundary: AI enhances efficiency, but people remain responsible for evaluating fit. By redefining how AI is used, they aim to improve outcomes without compromising fairness or authenticity.

Advocating for the applicant“Applying for jobs is this never-ending cycle.”

Derek describes the broken dynamic where easy applications lead to overwhelming volumes, prompting automation that further distances candidates from employers. This cycle creates frustration on both sides and diminishes the quality of the hiring process. Evercruiting aims to rebalance this by improving how candidates present themselves and how employers engage with them.

Kathleen emphasizes that employer branding and the hiring experience play a major role in attracting and retaining talent. Candidates form impressions quickly, and a poor process can deter even strong applicants. By prioritizing transparency, communication, and ease of use, their approach advocates for candidates while still supporting business needs.

Derek and Kathleen can be reached on LinkedIn, where they actively engage in conversations about hiring and recruitment. To learn more about Evercruiting, visit www.evercruiting.com.

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Mike Whincup is the Head of Design and Marketing at Galaxy Multi Rides. Growing up in a family business that pioneered mechanical bull innovation, Mike has worked across both manufacturing and operations, helping expand the company globally while also launching Do The Beach, an inflatable park franchise concept. His experience spans decades in the attractions industry, blending creativity, entrepreneurship, and operational insight. In this interview, Mike talks about modular attractions, profitability through efficiency, and trends in inflataparks.

Modular attractions

“If you can think it, we’ve probably made it, as long as we can make it safe.”

Mike explains how Galaxy Multi Rides evolved from a single mechanical bull into a fully modular attraction system with interchangeable ride attachments. What began as a practical solution to improve setup efficiency turned into a versatile product line that allows operators to swap themes and experiences easily. From surfboards to sharks to branded activations, the modular concept enables venues to refresh offerings without major capital investment.

This adaptability also makes the attractions appealing across multiple markets, from party rentals to permanent installations. The ability to customize and iterate has attracted major brands and entertainment venues, reinforcing the value of flexibility in attraction design.

Profitability through efficiency

“We’re trying to create profitability through efficiency.”

A central theme in Mike’s philosophy is designing attractions and facilities that maximize revenue while minimizing operational strain. He highlights how inflatable parks can achieve up to 90 percent playable space compared to around 60 percent in trampoline parks, immediately increasing capacity and revenue potential within the same footprint.

Efficiency also extends to staffing and layout. By designing attractions that require less supervision and optimizing facility flow, operators can reduce labor costs while maintaining safety and guest experience. This balance between design, operations, and guest flow is what drives sustainable profitability.

Trends in inflataparks

“It’s the evolution of the concept.”

Mike describes the current inflatable park movement not as a new trend, but as an evolution. Earlier versions were disconnected attractions placed side by side, while modern inflataparks are fully integrated environments where guests remain engaged continuously.

This shift toward immersive, interconnected design improves safety, increases engagement, and enhances overall guest satisfaction. The model also benefits from lower build costs and greater adaptability, making it attractive for operators entering the market. As a result, inflataparks are gaining renewed momentum as a scalable and efficient alternative within the family entertainment center space.

Mike can be reached on LinkedIn. To learn more about Galaxy Multi Rides, visit www.galaxymultirides.com. To learn more about Do The Beach, visit www.dothebeach.com.

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Nick DiMatteo is a leader in the attractions and entertainment industry with a background that spans banking, food and beverage, and immersive amusements. Growing up in an entrepreneurial family, he developed financial acumen early, holding a P&L as a child and learning the fundamentals of business from his grandfather. His career evolved from finance into hospitality and ultimately into amusements, where he now focuses on innovation in guest experiences. In this interview, Nick talks about changing the world, multi-sensory birthday parties, and ambiverts.

Changing the world“I think that we could change the world one kid's birthday party at a time.”

Nick frames his work through a surprisingly ambitious lens. What might seem like a simple birthday party becomes, in his view, an opportunity to create meaningful emotional impact. He explains that small, intentional moments can carry significant psychological weight, especially for children. By focusing on how experiences make people feel, rather than just what they do, he believes operators can create memories that resonate far beyond the moment itself.

This mindset stems from his desire to make a difference, which he describes as both a personal driver and a refined professional strength. What once may have been people-pleasing has evolved into a strategic advantage, allowing him to design experiences that genuinely connect with guests and elevate the perceived value of even the simplest interactions.

Multi-sensory birthday parties“The person in the party controls the sound, the light, and the smell of the environment.”

Nick introduces a new concept in birthday celebrations through a product that transforms the party room into an interactive, immersive environment. Rather than treating the room as a passive space for cake and gifts, his approach makes it the centerpiece of the experience. By integrating sound, lighting, and scent, the room itself becomes part of the celebration, responding dynamically to the birthday child and their guests.

He emphasizes how this innovation levels the emotional experience regardless of party size. Whether five guests or fifty, the environment can create the same sense of excitement and importance. This not only enhances the guest experience but also delivers stronger perceived value for parents, who are often making a significant financial investment in the celebration.

Ambiverts“The majority of the population is not extroverts.”

Nick highlights the importance of designing experiences that accommodate different personality types. While activities like karaoke often cater to extroverts, his approach intentionally creates space for those who are more reserved. By allowing guests to ease into participation and step back when they choose, the experience becomes more inclusive and comfortable for everyone.

This philosophy reflects a broader understanding of guest behavior. Rather than forcing engagement, Nick advocates for environments that invite participation naturally. By recognizing that many people fall somewhere between introvert and extrovert, he designs experiences that adapt to the guest, rather than expecting the guest to adapt to the experience.

Nick can be reached on LinkedIn, as well as by email at nick@fortyfivegames.com. To learn more about his work and company, visit fortyfivegames.com.

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Ben Thompson is the CEO of Storyland Locations. With a career spanning Mars, The Walt Disney Company, and Merlin Entertainments, Ben has built a strong foundation in brand development, storytelling, and attraction design before launching his own ventures within the Storyland ecosystem. His work focuses on creating immersive, story-driven experiences by bridging intellectual property, operators, and locations. In this interview, Ben talks about story-led experiences, connecting IP to operators, and being a lifelong learner.

Story-led experiences
“Story is how we make sense of the world.”

Ben frames story as more than entertainment or escapism. He sees it as a fundamental way humans interpret reality, made up of character, setting, and plot. This philosophy drives his approach to experience design, where attractions are not just physical spaces but narratives that transport guests and help them connect with different perspectives. By anchoring experiences in meaningful storytelling, he believes attractions can foster empathy, connection, and shared understanding.

He also emphasizes that story exists on a spectrum. Some experiences are deeply immersive, while others are lighter and more socially driven. The key is intentionality. Whether designing a highly themed environment or a more casual interactive space, the goal is to create something that resonates emotionally and delivers a clear narrative purpose.

Connecting IP to operators
“There’s enough brilliant IP and locations who want to create beautiful spaces that we can bring both creativity and the rigor to bring these things to life.”

Ben explains that Storyland Locations serves as a bridge between intellectual property owners, real estate developers, and operators. Each group plays a critical role, but aligning them requires both creative vision and analytical discipline. His process begins with defining the “why” behind a project, followed by evaluating market opportunities, benchmarking competitors, and modeling feasibility.

He highlights that success depends not just on the strength of the IP, but on the people behind it. Strong relationships, trust, and collaboration are essential to bringing concepts to life. Operators must see value beyond licensing costs, while IP holders need flexibility in how their stories are adapted. Ultimately, connecting these pieces is an iterative process that blends storytelling, business strategy, and relationship management.

Being a lifelong learner
“I am always going to be dissatisfied with how much I know… in a relatively healthy way.”

Ben credits much of his growth to continuous learning. Early in his career, he consumed a wide range of business books, and today he supplements that with podcasts and project-specific research. He views learning as both a personal driver and a professional necessity, especially as he frequently steps into new challenges where he only “knows enough to be dangerous.”

This mindset fuels his willingness to experiment, adapt, and improve. Whether refining his leadership approach, exploring new creative concepts, or leveraging tools like AI, Ben sees learning as an ongoing process. His curiosity extends beyond the attractions industry, drawing insights from history, architecture, and business to inform his work and keep his perspective evolving.

Ben can be reached on LinkedIn, where he actively engages with industry peers. To learn more about Storyland Locations, visit www.storylandstudios.com.

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Marc Dixon is the managing director and co-founder USA of Study Academy USA. He got his start in the attractions industry in the mid-90s at Lagoon in Utah, then spent about two decades with Kodak in event imaging solutions before moving into other attraction tech businesses and, ultimately, e-learning. Today, Study Academy USA partners with organizations like IAAPA to build learning management systems and convert proven training content into trackable, scalable online courses for attractions. In this interview, Marc talks about technology in attractions, AI’s purpose in the industry, and learning to take risks.

Technology in attractions“We get to provide smiles and great experiences and memories.”

Marc frames attraction technology as a means to capture, enhance, and scale what guests come for in the first place. He walks through the evolution of on-ride and experiential photography, from analog systems to digital, and from green screens to background removal and image enhancement. Even with smartphones everywhere, he argues the souvenir imaging business hasn’t disappeared because guests still want content they cannot create themselves, especially on rides and in curated photo moments.

He also connects that same “tech serves the experience” mindset to his current work with Study Academy USA. By building modern LMS tools and e-learning content for attraction operators and associations, the goal is to give attractions another practical way to train at scale while still supporting the on-the-job behaviors that make guest experiences great.

AI’s purpose in the industry“I’ve heard the statement that AI is not going to replace your job, but people using AI will.”

Marc’s view is that AI should primarily enhance work, not replace it outright. In imaging, he points to AI-driven improvements like background replacement and photo cleanup that reduce friction and raise quality, even when small mistakes happen in capture. In training, he sees AI as a way to make learning data more useful by pulling insights from LMS results and highlighting where teams are struggling, so leaders can coach more precisely.

He’s also clear about responsible use. Marc says he would never copy and paste AI output without reviewing it because it still needs to reflect his voice and intent. His biggest concern is people trusting AI blindly instead of treating it as a tool that speeds up work while still requiring human judgment.

Learning to take risks“Learn to take risks, man, go for it. If there’s something you’re really passionate about and you want to try, what’s the worst that can happen?”

When Marc describes choosing entrepreneurship over a comfortable corporate role, he makes it clear that the risk is real and not always glamorous. There are good days and bad days, and some paths do not work out the way you expect. But he emphasizes persistence and adaptability, saying the wins come from believing it will work and being willing to pivot until you find the path that does.

His advice to younger professionals is direct: take the risk, try the thing, and treat missteps as learning opportunities rather than permanent failures. That mindset, he says, is what keeps founders moving forward when uncertainty shows up.

Marc can be reached on LinkedIn, as well as by email at marc@studyacademyusa.com. To learn more about Study Academy USA, visit www.studyacademyusa.com.

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What’s your guest experience strategy? You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates? Liebman Leisure Group helps attractions do exactly that. From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by chance.

To schedule a consultation call, visit www.liebmanleisure.com/attractionpros. Don’t leave your guest experience to chance. You should be known for creating memorable experiences… on purpose.

Anthony Sabo is the Vice President of Zoombezi Bay and Guest Services at the Columbus Zoo and Aquarium. He started in the attractions industry as a teenager at Kennywood Park in Pittsburgh, moved into seasonal rides maintenance, and then built his career by gaining experience in both maintenance and operations, including time at the Columbus Zoo and at Universal Orlando. Today, he helps lead a uniquely large, mission-driven organization that includes the zoo, a major water park, and expansive conservation efforts. In this interview, Anthony talks about maintenance and operations, figuring out the nuts and bolts, and dad-based leadership.

Maintenance and operations“You don’t understand operations until you work in operations… You don’t understand maintenance until you work in maintenance.”

Anthony explains that both teams ultimately want the same outcome: safe guests who have a great day. The friction shows up when each department views the same situation through a different lens, especially in the rare moments when something feels unfamiliar even if it is technically fine. His solution centers on clarity and trust: explain the why, bring the other team into the visuals, and use the moment as a teaching opportunity so the relationship gets stronger long after the issue is resolved.

He also notes that collaboration matters even more in a decentralized structure, where influence relies less on titles and more on relationships. When leaders invest in communication and cross-department understanding, hard conversations become productive instead of personal, and the operation gets better for everyone.

Figuring out the nuts and bolts“What I really learned was I loved understanding the nuts and bolts of how the park operated.”

Anthony traces his growth back to saying yes to unfamiliar opportunities, including jumping into rides maintenance with “zero mechanical aptitude” and learning by doing. That curiosity carried him from Kennywood to the Columbus Zoo, where he discovered it was “much, much more than just a zoo,” including 16 amusement rides and the 23-acre Zoombezi Bay water park. He shares how the organization has learned to align those experiences with the zoo’s conservation mission, from naming and interpreting attractions like Conservation Tower to tying ride storytelling back to animal care and conservation messaging.

He emphasizes balancing guest feedback with operational realities. Guests may ask for deals or more to do, while leaders must also manage real costs and capacity pressures. His examples show how the best solutions solve multiple needs at once, improving the guest experience while strengthening the operation behind the scenes.

Dad-based leadership“That ‘dad’ is the type of manager that best resonates for me.”

Anthony describes how his leadership evolved as he moved from maintenance management into an operations environment where coaching and conversation were more effective than blunt correction. The lightbulb moment was finding a style that fit him and served his teams, making even difficult conversations easier because they come from support, not ego.

He connects that approach to leadership development, too. His goal is to give rising leaders the tools to succeed anywhere by teaching the parts of the business they may not naturally see, including attraction development and financial fundamentals. In his view, long-term success comes from listening, relationship-building, and sharing knowledge so the next generation can step in prepared.

Anthony can be reached on LinkedIn, and to learn more about the Columbus Zoo and Aquarium, visit www.columbuszoo.org. To learn more about Zoombezi Bay, visit www.zoombezibay.com.

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Elizabeth Lugo is the executive director of parks, tours, and the sailing company at Grupo Xcaret. Originally from Mexico City, she moved to the Cancun area for what was supposed to be a short project and ended up building a 30-year career rooted in operations, guest experience, safety, logistics, and leadership. Today, she helps lead a fast-growing portfolio that includes parks, tours, ferries, catamarans, and yachts, all designed to celebrate Mexican culture, connect visitors with nature, and deliver a seamless vacation experience. In this interview, Elizabeth talks about tourism in Mexico, creating a culture of learning, and 18,000 collaborators.

Tourism in Mexico“Grupo Xcaret is located in the Mexican Caribbean near Cancun area.”

Elizabeth explains how the company grew from two iconic parks into a full tourism ecosystem that touches nearly every part of a visitor’s trip. Beyond parks and tours, Grupo Xcaret expanded into hotels with an “all fun inclusive” concept that bundles transportation, access to parks and tours, and a complete vacation experience into one package.

She also shares how their tour operations focus on details that shape comfort and satisfaction, like designing their Chichen Itza buses with two bathrooms instead of one. Across parks, nature-based experiences, cultural celebrations, and transportation on land and sea, Elizabeth positions Grupo Xcaret as both a destination and a major driver within the broader tourism landscape in Mexico.

Creating a culture of learning“What can we do more impressively? Not just for the visitors, but also for our people.”

When asked about being recognized as a top place to work, Elizabeth goes back to the earliest “seeds” of the company’s culture. She describes how Grupo Xcaret invested in education by providing teachers and class time during working hours so team members could complete elementary school and later high school, creating ripple effects that elevated families and communities over generations.

That learning mindset continues today through constant improvement, listening systems, and leadership behaviors that stay grounded in real guest and employee experiences. Elizabeth emphasizes that the company doesn’t treat learning as a one-time training event, it’s part of how they evolve with new generations, new technology, and rapid expansion while still trying to protect what made the culture special in the first place.

18,000 collaborators“The challenge with that is that opening operations and going from 350 people to 18,000 collaborators is how you permeate that culture.”

Elizabeth describes the scale of growth, from a small operation of a few hundred people to a massive organization, and the challenge of keeping the culture consistent as new parks, hotels, and business lines launch. She explains that one tactic is ensuring that at least 30% of the team in a new operation comes from established parts of the organization, so the “DNA” carries forward and helps onboard new people into the purpose and pride of the company.

She also explains why they use the term “collaborators” instead of employees; it reflects the belief that everyone contributes ideas and value, from frontline roles to leadership. Through tools like “Cafe con Liz,” quality circles, surveys, transparent postings, and career paths, Elizabeth outlines how they try to keep communication open, trust strong, and collaboration real across a workforce of 18,000.

Elizabeth can be reached on LinkedIn, as well as by email at elugo@xcaret.com. To learn more about Grupo Xcaret, visit www.xcaret.com.

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Kevin Williams is the Founder of KWP Limited and Publisher of The Stinger Report. A former Disney Imagineer and longtime voice in the immersive entertainment sector, he advises operators, developers, and brands across theme parks, location-based entertainment, and the rapidly growing world of social entertainment. Through his writing and analysis, he’s known for digging into what works, what fails, and why, then translating those lessons into practical guidance for leaders trying to keep pace with changing guest expectations. In this interview, Kevin talks about the next phase of immersive technology, transmedia, and embracing your audience.

Next phase of immersive technology“What I was talking about seven years ago about the emergence of VR has been superseded by the adoption of XR.”

Kevin frames “immersive” as an elastic term that stretches from Pepper’s Ghost to projection systems to today’s immersive display tech. What’s different now isn’t that immersion suddenly exists, but that audiences expect more agency inside experiences. He points to the rise of social entertainment and competitive socializing, where gamification is being applied to restaurants, bars, and hospitality concepts because people want more than a place to sit. They want something to do together.

He also stresses that the industry is exiting the hype cycle and entering a more disciplined era. The goal is less about chasing shiny tech and more about understanding what works operationally, financially, and emotionally. In his view, the “next phase” is building experiences that hold attention, reduce friction, and create repeat-worthy fun, not just novelty.

Transmedia“Transmedia means the ability for a brand or a narrative to circumvent multiple delivery platforms.”

Kevin describes transmedia as the movement of a story or brand across formats, from screen to physical place and back again. He points to examples like Netflix House and LEGO Discovery Center as signs that entertainment IP is increasingly becoming something you can step into, not just watch. He also reminds listeners that this isn’t a brand-new strategy, using Walt Disney as an early blueprint for extending storytelling across film, television, and the theme park environment.

At the same time, he cautions against treating IP like a magic upgrade button. A mediocre experience wrapped in a famous brand is still a mediocre experience, and he argues that investors often favor IP because it feels safer, even when the fundamentals aren’t there. The real requirement is a clear guest experience and narrative path people can easily understand and enjoy.

Embracing your audience“You don't just chuck it in because everybody's doing it. You're going to have to understand your audience.”

Kevin’s bluntest point is that many projects fail because leaders build for trends instead of building for guests. He describes “spaghetti moments” where operators throw technologies into a concept hoping something sticks, then quietly move on when it doesn’t, without extracting lessons. His post-mortem approach is about finding the real causes, including mismatched business models, poor repeat-visit planning, and ignoring frontline feedback.

He also calls out the habit of using technology to mask unresolved fundamentals. If an attraction choice is driven by copying competitors, or if leadership avoids the hard truths in reviews and exit interviews, the problem isn’t a lack of gadgets; it’s a lack of listening. For Kevin, embracing your audience means designing for who they are, how they behave in groups, and what keeps them coming back, then using data to refine the experience rather than passing judgment.

Kevin can be reached on LinkedIn, as well as by email at kwp@thestingerreport.com. To learn more about his work, including The Stinger Report, visit the LBX Collective and The Stinger Report online.

Additional resources:

Entertainment Social Arena
Wonderverse Closure
LBE Zone
Social Entertainment: Amusements Competitive Edge (Amusement Expo International 2026)

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Marah Rodriguez is the Regional VP of Sales of Mobaro. Marah started in the attractions industry at 16 as a lifeguard at Wet n Wild in Orlando, helped open a wakeboard park, studied communications at UCF with a minor in hospitality management, then took an unexpected detour into HIV prevention work through the American Red Cross and clinics in Florida. After time in advertising sales with AT&T, a connection to a water safety products customer pulled her back into the attractions world, and later joined the Mobaro team in 2021. Mobaro is a digital platform that connects teams like safety, maintenance, and operations in one system, replacing paper processes with real-time visibility into daily tasks and performance insights. In this interview, Marah talks about life’s twists and turns, listening and empathy, and women in leadership.

Life’s twists and turns“Life had a different turn for me and I didn't end up getting a job in hospitality in St. Thomas. I actually went and veered off with American Red Cross doing HIV prevention.”

Marah’s story is a reminder that career paths in attractions are rarely linear. She shares how early experiences in safety and operations shaped her foundation, but it was the unexpected pivot into public health that stretched her perspective. That chapter was not a detour in hindsight, it became part of the skill set she brought back into business and leadership.

She also emphasizes how relationships and reputation can quietly shape your future. Doing good work, staying connected, and being curious led to multiple “full circle” moments, including her return to the industry and later her move to Mobaro after being remembered from a brief conversation at AIMS.

Listening & empathy“What I learned and the importance of that sort of work is the importance of listening and having empathy.”

Marah frames listening and empathy as practical leadership behaviors, not soft skills. She explains that people can tell immediately when you are not engaged, and that real listening starts with presence, curiosity, and genuine interest in someone’s story. That mindset helps leaders learn faster, build trust, and spot what teams actually need.

She connects this directly to sales, too. In her view, sales is not about pushing a product, it’s about understanding what someone is trying to achieve and helping them get there. Whether the goal is safety, professionalism, or efficiency, the best outcomes come from asking good questions, paying attention, and meeting people on their timing, not yours.

Women in leadership“We really enjoy having a night we can come together and celebrate our successes and try to support each other.”

Marah shares how she has leaned into advocacy through IAAPA’s Women in Leadership Task Force and a growing network of women across amusement parks and attractions. She highlights momentum like expanding educational programming, increasing engagement, and creating more spaces where women can connect, learn, and be seen.

Her advice to aspiring leaders is straightforward: get involved earlier than you think you should, believe in yourself, talk to people at every level, and remember that everyone is human. She sees the attractions industry as uniquely approachable, and she encourages women to use that openness to build relationships, confidence, and leadership opportunities.

If you want to connect with Marah directly, she recommends connecting on LinkedIn. You can also learn more about Mobaro at mobaro.com, and you can reach her by email at mr@mobaro.com.

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David Contreras is the COO of Pistil Consortia. A technical architect by trade, he has practiced architecture since 2006 and is licensed in multiple states and countries, with experience spanning healthcare, hospitality, restaurants, and commercial work. Pistil launched during the height of the pandemic with his wife as majority owner, then grew quickly by earning trust as a startup and specializing in spaces built for fun, leisure, and performance. In this interview, David talks about architecture for entertainment, balancing fantasy and reality, and developing leaders.

Architecture for entertainment“It’s like you’re designing fun.”

David explains that entertainment design starts with psychology and first impressions, not just drawings. He describes how teams must consider the guest journey from arrival to check-in to how families decide what to do next, while also accounting for safety, accessibility, and operational logistics. He also shares how his healthcare background shaped his approach, since both worlds require precision around equipment, clearances, and flow, but entertainment adds the challenge of building anticipation through what guests see, hear, and feel.

Balancing fantasy and reality“You do want it to be the best space that you can possibly create, but you also have the real parameters of budget constraints and money is finite.”

David breaks down how “whimsy and wonder” must fit inside real constraints like budget, ceiling height, existing structure, sprinkler lines, ductwork, and the ROI math of square footage. He describes designing with a “kit of parts” mindset, weighing attraction footprints, safety clearances, party room revenue versus dead zones, and food offerings that won’t trigger expensive kitchen requirements. The goal is to place dollars where they have the biggest impact on the experience, especially the arrival moment and the areas guests see most.

Developing leaders“The more that I develop leaders, I feel like the better off we are as a group, as a company.”

David shares how his leadership approach evolved from highly hands-on mentoring to more delegation as the firm grew. He wants emerging architects to learn by doing, make mistakes, and build decision-making tools they can own. He also frames leadership as guiding clients through an uncertain process, building confidence, and shepherding stakeholders through complex choices that affect operations, cost, and the long-term success of the venue.

To learn more about the company, David recommends visiting the Pistil Consortia website, connecting on LinkedIn, or emailing him directly at david@pistilconsortia.com.

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Leading a team can feel like a roller coaster. From big climbs and sudden drops, there are moments where you wonder why you got on the ride in the first place. Matt Heller, Founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer!

Mark Rosenzweig is the Principal and Chief Business Officer of 3dxScenic. After getting his start in park operations and park services at Michigan’s Adventure, Mark moved into sales and marketing roles at Zamperla and Ride Entertainment, including leading the SkyCoaster division. In 2020, he joined 3dxScenic in the Cincinnati area, and in December 2023 he became co-owner alongside longtime team member Matt Waldenmeyer. Today, 3dxScenic designs and fabricates themed environments, signage, facades, parade floats, and iconic photo-op pieces for parks and attractions. In this interview, Mark talks about integrity, transparency, and collaboration, stirring imagination, and being an operations nerd.

Integrity, transparency, and collaboration“We have three pillars that we believe 150% in. Those are collaboration, integrity, and transparency.”

Mark frames these as more than values on a wall. They shape how 3dxScenic sells, scopes, schedules, and delivers work. He explains that integrity and transparency mean being upfront about what’s possible, what will be subcontracted, and what the realistic timeline and bandwidth look like, with a focus on avoiding surprises. Collaboration is the lever that makes the work better, whether it’s aligning early on how a piece will live in the environment, or leaning on operators and mid-level leaders who will ultimately execute the day-to-day.

He also emphasizes these pillars internally. From how ownership communicates with team members to how departments coordinate workflow, he sees consistency between culture and output as a requirement for sustainable growth and repeat partnerships.

Stirring imagination“It’s not always easy to sell abstract decor to someone that, say, is in finance.”

Mark describes scenic work as an abstract product that often requires helping clients visualize ROI differently. A sculpture may not directly sell tickets, but it can become an iconic, repeatable photo moment that drives sharing, tradition, and brand memory. He points to examples like oversized entry pieces and themed elements that communicate what a park experience feels like before a guest ever rides anything.

He also walks through how ideas become reality, using projects like Holiday World’s Good Gravy as a case study in creative back-and-forth, story building, and delivering pieces that can even turn into merchandise. For Mark, the win is when theming supports the story, creates emotional connection, and provides both guest delight and practical marketing value.

Being an operations nerd“I’m an operations nerd at heart.”

Mark’s early-career curiosity shows up in how he talks about labor, workflow, and execution. He credits his time in park services, ride ops, and other frontline roles with giving him empathy for how systems actually run, and why it matters to learn by doing. That mindset carries into fabrication, where one late step can cascade into multiple downstream delays.

The “ops nerd” lens also shows up in the company’s recent move into a new 30,000 square foot facility. Mark shares how they let departments help dictate the shop layout, aiming for smoother phase-to-phase movement, fewer bottlenecks, and better long-term scalability as they take on larger and more complex projects.

To learn more about 3dxScenic, visit 3dxscenic.com and find them on Facebook, Instagram, and LinkedIn. You can reach Mark directly at markr@3dxscenic.com.

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Speaking at conferences can feel intimidating, especially when you are trying to balance confidence, content, and stage presence all at once. To ease the nerves, it’s helpful to break it down into practical habits that make presenting feel more natural and more effective, from how you build your material to how you connect with the room in real time. In this episode, Matt and Josh talk about professional and public speaking tips for conferences and presentations.

Start with the story, not the slides“Build your presentation in your head before you build your slide deck.”

Josh explains that the clearest presentations start as a full talk you can deliver without visuals. When you lead with the message first, the slides become supporting cues instead of a script. That approach helps you avoid “death by PowerPoint” and keeps you in control of pacing, transitions, and energy.

Edit for focus and learning goals“It’s editing in your mind that really needs to be in that presentation.”

Matt emphasizes that a great presentation is often a smaller, sharper version of your first draft. Whether it is cutting extra content, trimming stories, or removing activities that do not connect back to the point, editing keeps the session aligned to what the audience is there to learn. They also highlight how conference submission learning goals can force useful clarity.

Prepare and rehearse without sounding robotic“Prepare, prepare, rehearse, rehearse, but don't memorize.”

Matt shares a rehearsal process that builds comfort through repetition while still leaving room to adapt in the moment. Josh adds that this flexibility improves the dynamic with the audience because you are not thrown off by a question or an unexpected turn.

Make it a conversation with the room“I want this to be an interchange. I want this to be a conversation.”

Both hosts push back on the idea of “giving a talk” as a one-way download of information. Josh advocates getting the audience talking early and often, which creates rhythm, raises energy, and removes the invisible barrier between stage and seats. Matt adds that it sets expectations that attendees will participate, not just sit back and watch.

Use nerves as fuel and build confidence over time“Use your nervousness to your advantage.”

Matt frames nervousness as energy you can harness, not a sign you are unqualified. One tactic he uses is talking to attendees as they enter so the session feels like it has already started. Josh reinforces that reps create confidence, and confidence becomes contagious once you step up to present.

Create memorable a-ha moments and stay authentic“Stack as many a-ha moments as possible.”

Josh explains how “spiky” anchor statements, supported by research and relatable examples, can spark light bulb moments that stick after the session ends. Matt adds that your style does not have to be high energy to be powerful. The goal is authenticity, whether you are animated or quiet and steady, and using humor only when it fits who you are.

Keep it simple, plan for hiccups, and stay steady“Keep it simple and also have a backup plan.”

Matt warns against overcomplicated decks and tech-heavy presentations that can fail in unfamiliar setups. Josh agrees and adds that problems will happen, from clickers to microphones, and the best move is to stay calm, adapt, and keep the room with you.

What are the best speaking lessons that have helped you feel more confident on stage? Keep the conversation going by sharing on social media or reaching out directly.

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Leading a team can feel like a roller coaster—big climbs, sudden drops, and moments where you wonder why you got on the ride in the first place. Matt Heller, founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer!

Melissa Lockwood is the General Manager of Baha Bay at Baha Mar Resort. Growing up in central Missouri, she got her start as a teenage lifeguard and worked her way into municipal parks and recreation leadership before taking a leap into international water park operations. That decision led her to open and operate major projects abroad, including seven years on Yas Island in Abu Dhabi, and then a move to Nassau in 2019 to help open Baha Bay, the 15-acre resort water park on the same property as Baha Mar’s Rosewood, Grand Hyatt, and SLS hotels. In this interview, Melissa talks about boots on the ground, being comfortable being uncomfortable, and operating a luxury waterpark.

Boots on the ground“Be boots on the ground management by walking around, and just being able to interact with our guests as well.”

Melissa’s leadership style is rooted in showing up where the work is happening, especially during peak periods. During the holiday rush, her routine centers on briefings, checking in with teams, and spending most of the day circulating throughout the park and resort pools. That presence is not performative. She wants team members to know she’s there to support them, and she wants to hear guest feedback directly, in real time, so improvements can be made faster.

That mindset connects to her earliest days in the industry, when she did everything in a municipal setting, from cleaning restrooms to selling concessions. Those experiences shaped a servant leadership approach where she avoids asking anyone to do something she is not willing to do herself. For Melissa, morale and operational consistency are built in the trenches, side by side with the team.

Being comfortable being uncomfortable“Sometimes, you've got to be comfortable being uncomfortable.”

Melissa describes her career as a series of intentional stretches. Moving abroad “sight unseen,” navigating language barriers, and leading teams with wide-ranging backgrounds all required patience, humility, and a willingness to learn in public. Her takeaway is that discomfort is not a warning sign, it’s often a growth signal, especially for emerging leaders who are encountering challenges like upset guests, unfamiliar policies, or communication gaps for the first time.

She coaches her team to keep perspective when situations feel hard. Her reminder is simple: it is temporary, and the comfort zone expands through repetition. She reframes growth as progress toward proficiency, not perfection. Over time, those once-intimidating moments become more natural, and she loves seeing team members make that shift and then turn around and train the next wave.

Operating a luxury waterpark“We are a 15-acre luxury water park, which is a little bit of a tricky thing to piece together.”

Baha Bay is both a resort amenity and a destination that sells day passes, which creates a unique operational balance. Melissa explains that “luxury” is not just a label, it’s reflected in design details like landscaping, finishings, and elevated cabanas that feel like permanent structures rather than temporary setups. The goal is alignment with Baha Mar’s broader brand promise as a high-end resort experience.

Luxury also shows up in service expectations and consistency. Whether guests arrive from Rosewood, Grand Hyatt, SLS, a cruise ship, or an Airbnb, Melissa emphasizes that everyone deserves the same high-level experience. Her team uses shared core values across resort services to meet those expectations, and she reinforces the standard from onboarding forward. The challenge, as she puts it, is sustaining that grand-opening energy year after year, which she tackles through daily briefings, ongoing training, and recognition programs like the park’s Elevation Awards.

Melissa invites listeners to connect with her on LinkedIn. To learn more about the water park and resort, visit bahabay.com and bahamar.com.

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Mike Denninger is the Founder of Denninger Development. With more than three decades in the attractions industry, Mike’s career spans frontline operations, engineering, executive leadership, and global attraction development. He began at Cypress Gardens, rose through design and engineering roles at Busch Gardens and SeaWorld Parks and Entertainment, and ultimately led large-scale capital and attraction development initiatives across multiple parks worldwide. Today, his consulting work supports owners, operators, and suppliers navigating complex projects. In this interview, Mike talks about attraction development, leadership as an introvert, and project management.

Attraction development“Attraction development: it’s the stuff that dreams are made of.”

Mike frames attraction development as both a privilege and a responsibility. While the work is creative and inspiring, he emphasizes that it is still demanding, deadline-driven, and rooted in financial realities. From early concept and blue-sky ideation to design, fabrication, construction, and opening day, every attraction follows a disciplined process. He explains that even the most imaginative ideas must operate within scope, schedule, and budget, and that success often comes from making smart trade-offs without losing the heart of the experience.

Drawing from decades of experience, Mike highlights that attraction development is rarely glamorous behind the scenes. Projects face technical challenges, shifting priorities, and intense pressure to meet fixed opening dates. Yet it is often within these constraints that the most innovative solutions emerge. For Mike, the balance of creativity, rigor, and perseverance defines what makes attraction development both challenging and deeply rewarding.

Leadership as an introvert“Generally speaking, I’m an introvert.”

Mike openly shares that he leads as an introvert, challenging the assumption that leadership requires constant visibility or dominating conversations. He explains that listening is a critical leadership skill, particularly at the executive level, and that speaking thoughtfully and intentionally often carries more weight than filling silence. His leadership philosophy centers on respect, treating people the way you would want to be treated, and creating space for others to contribute.

He also offers reassurance to introverted professionals who may question whether leadership is for them. Mike stresses that organizations need all personality types and that effective leadership does not require seeking the spotlight. By focusing on what you know, speaking up when it truly matters, and trusting your perspective, introverted leaders can provide clarity, stability, and thoughtful decision-making in complex environments.

Project management“A small project or big project, a project’s a project.”

Mike describes project management as the connective tissue of attraction development. Regardless of size, every project demands structure, coordination, and accountability. He outlines a consistent development framework that applies to rides, retail, food and beverage, and infrastructure, noting that smaller projects can sometimes require more effort per dollar than major attractions. What matters most is disciplined execution and attention to detail.

He also emphasizes the human side of project management. Successful projects depend on aligning diverse stakeholders, managing competing priorities, and making tough decisions when scope, schedule, and budget collide. For Mike, strong project management blends technical expertise with leadership, communication, and the ability to guide teams through uncertainty while keeping the end goal in sight.

Mike shared how to stay connected. He can be found on LinkedIn, and more information about his work is available at www.denningerdevelopment.com. He also welcomes direct outreach via email at mike@denningerdevelopment.com.

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Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Loren Barrows is the CEO of Alcorn McBride. With a business background that includes customer service, project management, and personal development training, she found her way into themed entertainment after moving to Florida and pursuing a company whose values matched her own. She shares how she joined Alcorn McBride, why the company engineers audio, video, and show control for reliability and uptime, and how its people-first philosophy is tied directly to long-term business success. In this interview, Loren talks about helping people become better, common sense, and hiring for culture.

Helping people become better“While they’re there to help you with your business, you’re also there to help them with life.”

Loren explains that many careers overemphasize the “what” of work and underinvest in the “how” of being human while doing it. She’s drawn to the skills that help people show up better day-to-day, like perspective, listening, and prioritizing what matters when life is happening around you.

She also frames leadership as a two-way responsibility: businesses rely on people to run well, but leaders should also recognize the full person behind the job title. That mindset shaped her early work in personal development and continues to influence how she leads, coaches, and builds an environment where people can thrive professionally without ignoring real life.

Common sense“The thing that I like the most about Steve and his philosophy when it comes to Alcorn McBride, is he does everything based on common sense.”

Loren describes “common sense” at Alcorn McBride as removing unnecessary friction and trusting adults to do great work. Instead of burying people under rigid rules, she highlights a practical, human approach: if something goes wrong, fix it; if life happens, respond like a human, not a policy manual.

That same thinking shows up in how the company supports customers: engineer for reliability, reduce downtime, and avoid avoidable complexity. The goal is simple: make the work easier for both the internal team and the people building guest-facing experiences, because stress doesn’t stay at work, it follows people home.

Hiring for culture“We hire for culture fit.”

Loren says protecting culture starts with who you bring into it. At Alcorn McBride, they’d rather hire for the “how” and train the “what,” then validate technical skills while making sure the person aligns with the team’s curiosity, care, and personality.

She shares that their process is intentionally personal: candidates spend time with the broader team in relaxed settings, and the hiring team watches how someone reacts when the room inevitably turns playful. For Loren, culture fit is often revealed in those small human moments, not just in polished interview answers.

Loren can be reached at loren@alcorn.com. She also notes their team is open to conversations, mentorship, and connections, and encourages listeners to reach out to learn more about Alcorn McBride and the work they do.

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Clay Talley is the founder of CX Immersive. He shares how his career began in water parks, expanded through the Disney College Program as a Jungle Cruise skipper, and evolved into building and implementing cohesive guest experiences across immersive projects like The Void, Ballast VR, and more. Today, he supports operators and visionaries as an implementation specialist, bridging silos like marketing, operations, and revenue so the experience feels consistent from the website to the exit gate. In this interview, Clay talks about intentional world-class experiences, vision-first, and staff as sherpa.

Intentional world-class experiences“I think world-class means intentionality. What are you intentionally creating for that guest?”

Clay frames “world-class” as doing things on purpose, not by accident. He explains how teams can unintentionally become reactionary, building policies around one-off situations, and how that mindset can waste effort and muddy the experience. His goal is to move organizations toward proactive design, where decisions are guided by what will reliably serve most guests, not edge cases.

He also emphasizes that intentionality shows up in practical details. From simplifying ticket sales on mobile, to designing guest flow, to using elements like staffing placement and sensory cues, he sees “world-class” as repeatable, scalable, and aligned across touchpoints, while still supporting revenue, branding, and operations.

Vision-first“Before I make any strategies or the plan we’re going to do, I want to understand where are they at, what do they want to do, and where is that delta?”

Clay explains that a strong guest experience starts by clarifying what the organization is trying to create, then aligning people and processes around it. In his fractional CXO approach, he begins by learning the current state, understanding the desired future, and identifying the gap. He shadows leaders, observes the operation firsthand, reviews documentation, and pressure-tests the journey like a guest would, including the digital path to purchase.

From there, he prioritizes low-hanging fruit that builds momentum and sustainability. The vision becomes the anchor, and the work becomes translating that vision into what guests and staff actually see, feel, and do each day, in ways that are realistic for the business to maintain.

Staff as a sherpa“They’re the sherpa of the experience, where they’re climbing this mountain and they, you know, create this experience.”

Clay describes a balancing act between technology and people. He wants technology to handle what guests can do on their own, freeing staff to focus on what only humans can do, especially solving problems and creating connections in key moments. In his view, the worst scenario is pushing guests into impersonal systems when they need help, while staff are stuck in roles that don’t allow them to truly guide the experience.

The sherpa metaphor becomes a standard for frontline purpose. Staff are not just performing tasks; they’re guiding guests through the journey, noticing pinch points, stepping in with confidence, and making the experience feel cared for, consistent, and memorable.

Clay welcomes connection requests and DMs on LinkedIn, and you can email him at clay@CXimmersive.com. To learn more, connect with him on LinkedIn and follow CX Immersive through his outreach there.

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Josh Henderson is the CEO of Bonnet Springs Park in Lakeland, Florida. His career path spans the for-profit attractions world, starting as a lifeguard and expanding through roles across water parks and major operators like Six Flags and Great Wolf Lodge, along with leadership in privately funded public parks. Today, he leads a nonprofit natural attraction designed to deliver a high-quality experience without a gate fee, supported by donations and mission-driven revenue. In this interview, Josh talks about being a student of the industry, community dictating the business model, and emerging natural attractions.

Being a student of the industry“I think being a student of the industry is starting out in one particular sect and then continuing to move on, and try and learn as much about each discipline as I can, really served me well and helped me grow in my career.”

Josh frames his growth as a willingness to expand beyond his original lane. Early on, he was convinced aquatics was his forever path, but as his interests evolved, he leaned into learning disciplines he once avoided, such as food and beverage. That mindset now shows up in how he spends time in outlets, looks for new revenue opportunities, and stays curious about parts of the business he doesn’t claim to have mastered.

He also shares how he learned by putting himself in rooms where he wasn’t the expert: “going into the uncomfortable situations where you're not the smartest person in the room, and and being humble enough to accept that.” Conferences, peer conversations, and surrounding himself with specialists became his playbook for continuous learning, especially in fast-changing areas like marketing.

Community dictating the business model“We've allowed the community to dictate part of our business model.”

Bonnet Springs Park wasn’t designed in a vacuum. The founders conducted focus groups and asked residents what they wanted most. One clear answer shaped a major revenue and experience driver: an event venue that could host hundreds, where people could choose their own caterer. That choice reflects a deeper clue about the park’s role: it’s meant to serve community needs, not just operator preferences.

That same philosophy shows up operationally. Josh describes a difficult mindset shift from maximizing yield to creating shared opportunity, like bringing in authentic food trucks for festivals even when it hurts his margins: “when you're a community park and you're doing something for the betterment of the community, that means giving somebody else a chance to make a dollar as well.” In his view, the park succeeds when the community feels ownership, champions the mission, and participates in sustaining it.

Emerging natural attractions“It barely existed when I got into it back in 2017.”

Josh positions Bonnet Springs as part of a growing sector that blends nature, placemaking, and attractions-grade operations. He calls it something you almost have to see to understand: a free park that aims to deliver “a paid level experience for free,” with immaculate restrooms, interactive exhibits, and accessibility features like a free internal tram system so guests with mobility challenges can fully enjoy the property.

He also links this sector’s growth to professionalization: daily inspections, strong documentation, and applying paid-attraction standards to a free environment because attendance and wear-and-tear are so intense. The opportunity, he suggests, is for leaders to think of the attractions world as an umbrella where “good business is good business,” and where creating “family experiences” can look different than building roller coasters while still delivering the emotional outcomes the industry is known for.

Josh shared that people can learn more at BonnetSpringsPark.com. He can also be found on LinkedIn or by email at josh@bonnetspringspark.com.

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Matt and Josh kick off their ninth annual “Resolutionary” episode with a familiar challenge in the attractions industry: it is easy to set big intentions for the year ahead, but it is harder to stay accountable and actually follow through. They address that by reviewing last year’s goals with honest grading, then setting fresh, practical priorities for 2026, anchored in community, intention, and continuous improvement. In this episode, Matt and Josh talk about their annual “Resolutionary” tradition, reflecting on 2025 and setting personal, professional, and industry-wide focus areas for 2026.

Resolutionary as accountability, not perfection“While it’s sort of a loose resolutionary process, there is some accountability in there.”

Matt frames the episode as a look back and a look forward, without pretending these are rigid, all-or-nothing resolutions. Josh reinforces the point that saying it out loud matters because it creates real follow-through. “The fact that it is recorded, broadcast, and immortalized into the podcast ether creates that accountability on us.” The result is a tradition built on reflection, transparency, and a push to be more intentional year over year.

Reviewing 2025 with candor“I would give myself a D on that if I was going to give myself a letter grade.”

Instead of glossing over what did not happen, Matt shares where he fell short, including his goal to write more, and explains how his creative energy flowed into other outlets. He also celebrates wins like bringing back mastermind programs and expanding leadership-focused initiatives, including what grew out of their IAAPA experiences. Josh shares major momentum in his consulting model, emphasizing sustained client engagement and outcomes over one-off workshops. He also checks off key milestones like launching his online course, Service Recovery Hero, and exhibiting at IAAPA Expo.

Advocate and collaborate, and getting more voices on stage“It’s two words: advocate and collaborate.”

Matt’s 2026 theme centers on helping more people get connected, get involved, and grow their confidence, especially through speaking opportunities. He makes it explicit: “My goal in 2026 is to get more and new people speaking at IAAPA so that we can hear those new voices and new perspectives.” Josh expands on the momentum that collaboration creates, comparing it to a flywheel that is hard to start but easier to sustain once it is moving. “The momentum builds upon itself.” Together, they position community-building as both a leadership responsibility and a practical growth strategy for the industry.

Process before scale, and building the next book“I’ve created a buffer step between growth and scale, and that is process.”

Josh shares that growth has revealed a tipping point: without stronger internal systems, expansion could create friction instead of results. By gathering feedback from clients using his favorite experiential questions, he identifies what is working and what could improve, then commits to tightening operations to make outcomes more consistent. He also sets a creative goal connected to his book journey, developing the framework for his next book. Matt validates the importance of structure before execution, emphasizing that a strong framework makes the writing process possible.

Identity, habits, and a personal resolution“As of January 2026, I am a world-renowned pianist.”

Josh takes a left turn into identity-based habit building, inspired by prior conversations and the idea that identity drives behavior. He talks through making the piano easy to access so practice becomes natural, not a chore. Matt, as a musician, backs that up with a simple truth: if setup is hard, it will not happen. They also connect learning to teaching and family, with Josh noting the value of teaching to deepen mastery.

Industry resolutions: basics, breaking silos, recovery tools, and people first“Do the basics really well.”

Josh offers three industry-focused resolutions: nail fundamentals before chasing wow moments, remember that guest experience is everyone’s job, and proactively define a service recovery toolbox so teams do not default to escalation. Matt adds a human-centered reminder that ties everything together: “Don’t forget about your people.” He argues that with all the technology and innovation available, it is still employees who make the business run, now and forever.

If anybody has any resolutions or things that they’re focusing on, we want to hear them! Share your goals on social media and tag them so we can reshare and help keep the accountability alive.

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Case Lawrence is the founder of CircusTrix. After helping shape the trampoline park category through early growth and major consolidation, he helped unify CircusTrix, Sky Zone, and Rockin’ Jump under the Sky Zone brand, navigating adversity including COVID and the long work of integration. He later stepped away from day-to-day leadership and brought his hard-won lessons into the classroom, teaching entrepreneurship at the BYU Marriott School of Business, which also helped him translate years of stories into principles for new experience builders. Case’s new book, Off the Ground, chronicles his journey in entrepreneurship and the trampoline park industry. In this interview, Case talks about the power of relationships, joy-based entrepreneurship, and influencer-based experiences

The power of relationships“One of the key things I learned is the power of relationships.”

Case frames Sky Zone’s evolution as proof that big outcomes are rarely just the result of strategy on paper. He points to the trust between Jeff and Rick Platt, along with himself, as the glue that held a shared vision together through adversity, saying the three leaders “became partners in every true sense of the word” and stayed unified when outside forces could have splintered the effort.

He also pulls the lens closer to the human side of deals, noting that founders bring emotion, identity, and fear into negotiations. “To really get a complicated deal done, especially these big mergers, you’ve got to delve into the human side.” For him, the win is not only the transaction, but building enough credibility and empathy that everyone can cross the finish line feeling respected and secure.

Joy-based entrepreneurship“Most discretionary dollars now are in search of experience. They’re in search of joy.”

Case explains that entrepreneurship education has long centered on solving pain, but entertainment and attractions thrive on creating something people choose because it elevates their day. He argues we’re entering a moment where the market is hungry for “heightened experience,” and that demands a new set of tools for identifying and building ideas rooted in delight, not frustration.

He connects this to how experiences are becoming more accessible to create, pointing to trampoline parks as a breakthrough that proved you can deliver “outlier, non-everyday experiences with limited capital.” That shift unleashes imagination, invites more founders into the space, and sets the stage for the next wave of innovation, especially as tech-enabled experiences expand what’s possible.

Influencer-based experiences“Look to YouTube, look to the influencers, look what the young people are watching on TV now.”

Case predicts that what audiences binge online will increasingly become what they demand in-person. He describes influencers as experience designers in public, building appetite through episodic “wild experiences” that viewers will soon want to participate in, not just watch. In his words, “the merging of influencer culture with FEC attractions is going to be big.”

He also highlights the operational artistry required to translate entertainment into something guests can actually do. Using Ninja Warrior as an example, he notes that the job is to make it feel authentic while adjusting it for real people: “allow them to feel like they’re participating in this authentically, but dumb it down, ease it down in a way that they can participate in it… and make them feel like a Ninja Warrior.”

Case says Off the Ground is available for pre-order now on Amazon, and will be publicly available on January 20th, 2026. You can also learn more about Case at caselawrence.com.

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Kim Welch is the founder of Welcome Hub. After growing up as an attractions fan, she started at Enchanted Forest Water Safari, learning front gate ticketing, retail, food, and games. She later moved to Orlando, spent years in entertainment at Universal Orlando, then shifted into IT and digital ticketing, becoming a subject matter expert working with marketing and operations. Roles at Universal, Gateway Ticketing Systems, and SSA Group led her to launch Welcome Hub to reimagine how tickets are delivered. In this interview, Kim talks about making digital ticketing better, tickets as a pre-show, and creating unboxing moments.

Making digital ticketing better“That's what making it better is all about, is how do we take some of these burdens off of our guests and give them the options they need to make their visit even easier…”

For Kim, “better” means removing friction for both guests and teams. She recalls buying tickets at a kiosk, then photographing each printed ticket just to share them with her family because there was no flexible digital option. When guests must invent workarounds like this, the system is failing them.

Behind the scenes, she notes, teams juggle separate setups for PDFs, Apple Wallet, Google Wallet, and event tickets, often updating the same content in multiple places. This complexity pushes organizations to scale back branded content even though that weakens the experience. Kim’s answer is a unified delivery layer like Welcome Hub that pulls ticket data via APIs and centralizes links, wallets, and messaging so information stays accurate and guest-friendly.

Tickets as a pre-show“Coming from entertainment, I have a bit of a flair for the dramatic theatrical. So I always think of the tickets as the pre-show.”

Drawing on her entertainment background, Kim argues that tickets should be treated as part of the show, not just a barcode. Just as a pre-show sets story and context, ticket communications can orient guests, answer key questions, and build anticipation long before arrival. She points out that operators invest heavily in onboarding staff, yet rarely design equally thoughtful onboarding for guests.

Kim suggests enhancing confirmation emails and ticket pages with brand voice, clear “need-to-know” information, and links that adapt over time. Simple improvements, like structured data that lets email platforms surface trip details, can help guests find what they need quickly. Even small, incremental changes can transform ticketing from a dry transaction into a stage-setting moment.

Creating unboxing moments“Why aren't we doing this for attractions that spend multi-millions of dollars on beautiful themed physical spaces? They don't have these other tangible moments pre-visit.”

Kim believes attractions are overlooking powerful “unboxing” opportunities. Guests might spend thousands of dollars on a vacation yet receive nothing more than a plain confirmation email or generic ticket. She compares this to retailers and credit card brands that design packaging specifically to be unboxed and shared.

She imagines destinations sending pre-visit kits or postcards that tease dining, merchandise, and stories, paired with digital content and QR codes. These touchpoints help guests visualize their spend, plan their visit, and feel excited well before they arrive. Kim also notes that when attractions do not create these moments, influencers and third parties fill the gap with messaging that may not align with the brand.

Kim can be reached via email at Kim@welcomehub.org, and more information about her work and Welcome Hub can be found at welcomehub.org, where she shares a manifesto on guest-centric ticketing. She is also active on LinkedIn, and encourages industry professionals to connect, share ideas, and explore small, incremental steps that make digital ticketing and pre-visit engagement better for both guests and operators.

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Michael Acevedo is the Business Development Manager for Nassal. Growing up in Orlando, Michael turned a summer job at Universal Orlando into a two decade career that has spanned ride operations, tech services, engineering, Universal Creative, Walt Disney Imagineering, and now themed construction and fabrication. He has worked on projects such as Harry Potter and the Forbidden Journey, Transformers, the Fantasyland expansion, Star Wars: Rise of the Resistance, and Star Wars: Galactic Starcruiser, before moving into project management and business development at Nassal and its design build brand, nFusion. In this interview, Michael talks about reliability & guest experience, being yourself, full circle career moments.

Reliability & Guest Experience“Every minute of downtime on this one attraction impacts the guest experience so much more than even 10 minutes of downtime at this other attraction.”

Michael explains how his time in tech services engineering at Universal revealed the tight bond between reliability and guest satisfaction. By combining uptime data with daily guest ratings and information on which rides guests could or could not experience, his team could see which attractions caused the biggest drop in satisfaction when they went down and prioritize problem sensors and components accordingly. This moves reliability from a back of house statistic to a strategic lever, guiding where to invest time and resources so that technical decisions protect the most emotionally important moments in the visit.

Being Yourself“So the most important piece of advice I would give people is just be yourself.”

Looking back, Michael admits he spent years trying to match an imagined standard of who he should be at companies like Universal and Disney. Over time, he noticed that promotions, project invitations and leadership responsibilities tended to appear when he was showing up as his authentic self. In an industry that needs everyone from artists and engineers to plumbers, accountants and ticket sellers, he argues there is no single template for success. Bringing your real background, culture and personality into the work, and remembering that you are also a consumer of these experiences, is part of what makes you valuable.

Full circle career moments“I don't know if I'll ever be able to top that moment, standing there with people who I looked up to, that I was right alongside them.”

Michael recalls a defining full circle moment on Star Wars: Rise of the Resistance. After years of development, he stood at the exit on opening morning at Disney’s Hollywood Studios and watched guests step off the attraction in disbelief, some in tears, thanking the team for making their Star Wars dreams real. He links that experience to seeing creative leader Scott Trowbridge at Universal years earlier and wondering what it would be like to work with him, then later sitting together as peers on Galaxy’s Edge. Through mentoring students, hosting shop tours and sharing his story, Michael hopes to help others create their own full circle career moments.

Michael encourages listeners who want to learn more about Nassal to visit nassal.com, where they can explore the company’s portfolio of themed projects and capabilities. He also invites anyone seeking career advice or interested in working with Nassal to connect with him directly on LinkedIn.

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IAAPA Expo is often described as the “most wonderful time of the year” for attractions professionals, but it can also be overwhelming: long days, packed schedules, and endless conversations. By unpacking the expo, Matt and Josh share how they turned the week into a soul-filling, business-building experience through people, intentional design, and investing in the next generation. In this episode, Matt and Josh talk about how to turn IAAPA Expo into the most meaningful and memorable week of your professional year.

People, Meetups, and Becoming the “Elder Statesman”

“This was such a huge ‘people’ experience for me.”

Matt’s first big takeaway is simple: people. From the AttractionPros Meetup until leaving Epic Universe on Thursday night, he was in constant conversation, reconnecting with long-time colleagues, and supporting first-time speakers. Matt also talks about his evolving role as a kind of “elder statesman,” helping newer professionals, making the event as much about lifting others up as about his own experience.

Booths as Mini Attractions

“An expo booth should operate like a mini attraction.”

Josh shared how he treated his exhibit booth as a mini attraction. With two interns, they focused on fundamentals of guest service. Details mattered: enhanced carpet padding that felt like “walking on a cloud,” comfortable lounge-style furniture, and a coffee station with branded cups and carefully placed lids so the logo was always visible.

Inclusion Beyond Accessibility

“Inclusion is not the same as accessibility.”

Matt highlights a powerful session on inclusion led by Sharon Newhardt and Enzo Piscopo of Morgan’s Wonderland. Enzo, presenting from a wheelchair on a stage accessible by a newly installed lift, shared how physical accessibility does not automatically equal inclusion. He explained that while ramps and designated seating may check compliance boxes, they can still leave guests and employees feeling excluded such as never being able to choose a seat behind home plate or in a dream location at a ballpark.

When IAAPA Expo Really Is a Family Reunion

“You never know who you’re related to at the Expo.”

Josh shares a story that turns the “family reunion” metaphor into reality. In the middle of a packed Tuesday, he receives a text from his mom: “We have a cousin exhibiting at IAAPA.” The next day, Josh finally met his second cousin once removed — someone who has been in the industry longer than he has, working on the chemistry behind skin for animatronics. They realize they’ve likely been in the same building at the same time for years without knowing it.

Quick Hits: Energy, Words, Appreciation, Rest, and Instagrammable Workplaces

“Sleep and rest are not the same thing.”

Matt runs through a series of “quick hits” that left a mark on him. From the Women in the Industry Luncheon, he shares Lauren Hodges’s concept of managing energy, not just time, reframing mindset language, demonstrating a deeper sense of appreciation, and differentiating sleep from rest. Finally, seeing IAAPA staff proudly taking selfies in their own event space prompts the question: is your workplace Instagrammable for your team?

The Intangible Value of IAAPA“The overall value of IAAPA Expo is intangible and sometimes is not even realized until much later in the future.”

While you can quantify tickets, sessions, and receptions, the real value of the week for Josh’s interns came from introductions, mentorship, and compounding opportunities. Josh intentionally introduced them to every person who came to the booth, encouraged them to talk about their own career goals, and encouraged them to attend separately-ticketed events. By midweek, they had lost count of how many executives they’d met. While organizations often focus on hard ROI, it is the personal growth, expanded networks, and renewed passion that attendees bring back are equally valuable, even if they’re harder to measure.

What were your biggest takeaways from IAAPA Expo? How are you turning your booth, sessions, or workplace into memorable experiences? What are you doing to make your operation more inclusive, people-centric, and soul-filling?

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Salma Abassaly is the co-founder and managing partner of CERTIS LLC. Born and raised in Paris, she moved to the United Arab Emirates in 2007 and built a career that spanned luxury hospitality, corporate services, managing children’s play areas, and leading leisure facilities before becoming an entrepreneur. CERTIS LLC is a UAE-based inspection and certification body that serves rides, attractions, and leisure facilities, pairing technical rigor with real-world operational insight. In this interview, Salma talks about inspections and certifications, relationship capital, and normalizing diversity.

Inspections and certifications“We work with leading operators regionally and we ensure their rides meet international standards and we offer them an end-to-end approach from concept design to installation inspection as well as their ongoing operational audits and inspection.”

Salma explains that CERTIS LLC provides an end-to-end approach, from concept and installation inspections through ongoing operational audits and periodic inspections. Her own operator background means she “speaks the language of the operators,” helping clients see an inspection body not as a cost or constraint but as an ally that aligns perception and reality through standards. She and her partner, Fadi, intentionally balance operational fluency and technical rigor so there is “no gap” when addressing client concerns.

She also emphasizes credibility as foundational. Accreditation was the stamp that allowed CERTIS LLC to demonstrate quality, reliability, and transparency from day one, opening doors with regional leaders and setting a bar the company intends to uphold as it grows across the region and into emerging markets.

Relationship capital“I think the transaction is the ultimate accomplishment of the relationship through the company, but before that, there's the relationship.”

Relationships are not just a tactic for Salma; they are a metric of success. She prioritizes availability, consistency, and nurturing human connections beyond business, noting that trust built early makes hard conversations possible when inspections surface issues clients would rather not hear. To protect the partnership at the heart of CERTIS LLC, she and Fadi even engaged in proactive relationship coaching at the company’s founding to set ground rules for how they would show up, disagree, and decide together. That investment sustains a culture of collaboration with each other and with clients, where long-term partnership matters as much as revenue.

Salma adds that surrounding yourself with people who are “smarter than you” elevates outcomes and turns competition into collaboration. Growth, she says, is rarely linear; persistence, shared purpose, and strong partners win over time.

Normalizing diversity“The goal is not really to highlight gender, but more to normalize diversity.”

Reflecting on often being one of few women in boardrooms, Salma argues that representation fuels aspiration and that women’s leadership brings emotional intelligence, resilience, and collaboration that benefit teams and guests alike. Her advice to women entering the industry is to lead as their authentic selves, not by copying stereotypically male behaviors. She hopes her daughter’s generation won’t even need to notice whether there are two women in a meeting, because diversity will simply be normal.

Salma also shares her experience of the UAE as dynamic, opportunity-rich, and safe, with visible commitment to entrepreneurship and women in leadership. That environment, she says, has enabled her to turn vision into reality and to scale with clarity of purpose.

To connect with Salma directly, reach out to her on LinkedIn, and to learn more about the company, visit the CERTIS LLC website.

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Tyler Rizzo is the Vice President of Finance at COTALAND. Growing up in Central Florida, he got his start in attractions at Busch Gardens Tampa, then earned a hospitality management degree at UCF’s Rosen College before moving from front-of-house operations into analytics at SeaWorld, revenue analytics at Cedar Fair, and leadership roles spanning analytics and food and beverage. He later consulted at Storyland Studios on pre-concept through opening projects. Today, he’s helping launch COTALAND in Austin, a dense 30-acre park with about 30 rides built alongside Circuit of the Americas, home to the F1 United States Grand Prix. In this interview, Tyler talks about bridging finance and operations, not chasing expensive pennies, and avoiding the doom spiral.

Bridging finance and operations“I’ve kind of always treated it like an improv group; you never say no.”

Tyler explains that finance succeeds when it partners with operators rather than policing them. He emphasizes open lines of communication, involving department heads in decisions, and never blindsiding colleagues with a spreadsheet they’ve never seen. He also stresses getting into the field, noting how proximity to the park at SeaWorld helped finance teams “walk the walk,” hear guests on rides, and translate spreadsheet cells into real experiences.

That frontline credibility matters. Having carried a radio and worked the fryer, he says operators trust guidance from someone who has lived their constraints. Seasonality, hours of operation, and the realities of running rides and restaurants don’t always show up in a model. By pairing operational tacit knowledge with analytics, Tyler builds plans that are both tight on paper and resilient in practice.

Not chasing expensive pennies“I’ve had multiple times throughout my career where we chased expensive pennies.”

Tyler cautions against over-correcting for small losses without weighing the bigger picture. He uses examples like shrink in retail or food waste in fries: quantification is essential, but so is the cost-benefit analysis of fixes. If moving T-shirts indoors to cut theft chokes visibility and sales, or new security costs exceed the recovered margin, the “savings” are illusory.

He extends this thinking to the industry’s top- versus bottom-line focus. Cutting hours or labor can protect a quarter, but erode perceived value and long-term revenue. He contrasts firms that invest in people and guest experience with those making knee-jerk reductions, arguing that sustainable performance comes from meeting or exceeding value expectations, not just trimming expense lines.

Avoiding the doom spiral“The easy button is to absolutely reduce hours, reduce labor, those start to become expensive pennies though when you’re losing your core market.”

When attendance dips, slashing staffing may seem prudent, but Tyler warns it can trigger a negative loop: thinner teams degrade service, which depresses visits further. His advice is to evaluate and realign the product’s value proposition to what guests expect in that market, then execute consistently over time rather than relying on short-term cuts.

He notes this discipline is hardest when micro results are choppy, yet it’s precisely when conviction matters. Whether for a single FEC or a multi-park operator, recovery hinges on a clear multi-year plan rooted in core hospitality, supported by data, and adapted through continuous testing of operating models, pricing, and offerings without sacrificing the guest experience.

To learn more about COTALAND, visit cotaland.com. To reach Tyler directly, connect with him on LinkedIn.

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Evan Barnett is the President of Pyek Group. Starting in the industry at 16 cleaning restrooms at Water World USA, he was quickly thrust into leadership, moved from park services to water safety, and grew under strong mentors who sharpened his view of people-first operations. Today, Evan leads Pyek Group across four parks in three markets under two brands, focusing on culture, clarity of mission, and what he calls the “un-water park” mindset: hyper-clean facilities, great food, and genuine hospitality. In this interview, Evan talks about cold, hard leadership, being unoffendable, and doing the basics really well.

Cold, hard leadership“It’s tough. It’s cold, hard leadership is really what it is. And it’s listening and understanding and just realizing, hey, give the other guy the benefit of the doubt.”

Evan frames leadership as equal parts standards and empathy. Early in his career, he learned that perception is reality: a supervisor saw “slowness” while Evan was meticulously scrubbing grout with a toothbrush. That moment shaped how he equips teams by giving clear direction, the right tools, and assuming positive intent before judging outcomes. At Pyek Group, he translates this into over-communicating vision across varied brands and communities, aligning departments around a single mission so daily frictions become sparks that sharpen rather than burn.

He also guards leaders’ attention from getting hijacked by edge cases. Rather than orbit the “loud 20%,” he pours recognition and coaching into the 80% who show up wanting to do great work, using high-fives, momentum building, and consistent standards. For Evan, culture is “caught, not taught,” spread through a thousand conversations and modeled behavior that make accountability feel fair and human.

Being unoffendable“The one core value I really want to hone in on that we have is called unoffendable… be unoffendable, man.”

Unoffendable is a Pyek Group core value, not an aspiration. Evan wants feedback to flow fast and candidly without venom and without weaponizing “brutal honesty.” In practice, that means seeking to understand before being understood, extending grace because everyone, including leaders, will need it back tomorrow. He links unoffendable behavior to hospitality itself: when a guest complains about cold food or long lines, defensive walls only distract from fixing the day. Empathy and grace let teams remediate quickly and leave people feeling cared for.

Internally, the same posture fuels agility. Teams “fire themselves” metaphorically, stepping out to reset their mindset and reenter discussions ready to solve problems together. Evan emphasizes that core values must be binary and lived. You are kind, or you are not. You are unoffendable, or you are not. Keeping feedback direct but non-weaponized preserves trust, speeds pivots, and keeps focus on the guest experience over ego.

Doing the basics really well“Just do the basics really well.”

Borrowing a line he admires from Troy Aikman, Evan centers Pyek Group on mastery of fundamentals: smiling welcomes, clean spaces, good food, frictionless transactions, and consistent delivery day after day. He calls it “power in the mundane,” resetting every morning so the thousandth “Where are the lockers?” gets the same warm response as the first. That dependable baseline becomes a brand personality guests can feel, and it cannot be copied by simply duplicating slides or lazy rivers.

Basics evolve, though. Orientation remains essential, but how teams learn must fit how they consume information today, using short, bite-sized training and tools they can use immediately on Day One. Evan is unafraid to reverse course when basics are misread. The lesson, letting fans tell you what matters and then amplifying it, keeps “basic” tightly aligned with real expectations.

You can reach Evan at evan.barnett@pyekgroup.com, and learn more about Pyek Group at pyekgroup.com.

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Nathan Caldwell is the Bestselling Author, Thought Leader, and Speaker of Empowering Kindness. A lifelong performer-turned-leadership coach, Nathan’s early career on stage taught him how guest-facing energy is created (and depleted) every shift. He later guided culture and leadership through multiple corporate acquisitions, evolving his research and writing into the book Empowering Kindness and the practice behind it. Empowering Kindness supports organizations with practical, science-backed frameworks that lift performance by building trust, clarity, and courage. In this interview, Nathan talks about Empowering Kindness, developing leaders, and beating the calendar.

Empowering Kindness“Kindness takes strength, bravery, and wisdom to execute upon.”

Nathan pushes kindness far beyond “being nice.” Drawing on research and lived experience, he frames kindness as a disciplined leadership choice: seeing others’ needs (empathy), stepping into the gap despite discomfort (bravery), and applying the right response at the right time (wisdom). He cites studies showing that environments rich in kindness elevate wellbeing and performance, arguing that people are literally built to respond to good. Leaders operationalize this by defining what kindness looks like in specific roles, training for it, and equipping teams to deliver it consistently—not hoping people will “just be kind.”

Instead of the tired “compliment sandwich,” Nathan recommends an “Oreo” culture: clearly state what “good” and “excellent” look like, and call them out often. Doing so deposits trust so that hard feedback is welcomed rather than resisted. When leaders are known for recognizing excellence, coaching moments land as invitations to rejoin that standard, not as gotchas. The outcome is a reinforcing loop of clarity → recognition → trust → growth.

Developing Leaders“They must be great at filling people up with energy.”

Borrowing from his performer background, Nathan describes the “energy lifecycle” of guest-facing roles: guests draw energy all day; if leaders only pull, teams burn out. Great leaders replenish through coaching, recognition, and practical support. He also normalizes the loneliness of leadership and urges leaders to build peer networks, learn continuously (books, webinars, podcasts), and identify personal recharge rituals. The goal isn’t endless cheerleading; it’s deliberate energy management so people can show up strong for guests and each other.

Nathan’s prescription is both organizational and personal. Organizations should create forums and rhythms where leaders learn together and hold one another accountable. Individually, leaders must notice depletion, own recovery, and return to the floor refueled. That self-awareness is a kindness to the team: a recharged leader is capable of the courageous conversations and steady presence that growth requires.

Beating the Calendar“You have to beat the calendar. You have to win against the calendar. Intentionality is the only way to do it.”

Seasonality and turnover can’t be excuses. Nathan warns against hoping people “pick up” experience during the busy months; that’s how issues get swept under the rug until they become trip hazards. Instead, map the precise competencies leaders need (e.g., handling difficult conversations), then schedule training, role-plays, and practice reps before peak season. Treat these as must-run plays, not nice-to-haves. When intentionality leads, teams meet higher guest expectations without burning out.

His approach centers on earlier, braver, better-prepared conversations. Define likely scenarios, script first lines, practice aloud, and debrief. Pair this with the “Oreo” culture so accountability sits inside an environment saturated with examples of “what right looks like.” The payoff: fewer surprises, faster course-corrections, and a leadership bench that returns each season stronger than it left.

In closing, Nathan invites listeners to connect directly: Email him at nathan@empoweringkindness.com, visit empoweringkindness.com, and find him on LinkedIn.

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Phil Royle is the Vice President of LEGOLAND Development and Operations at Merlin Entertainments. With nearly 25 years at Merlin, he’s grown from a 17-year-old ride operator at Chessington World of Adventures to opening Madame Tussauds Hollywood, leading guest experience at LEGOLAND Florida, and spearheading the development and launches of new LEGOLAND parks in New York, South Korea, and Shanghai. His career spans operations, development, community engagement, and global brand stewardship across 11 parks, multiple water parks, and themed hotels. In this interview, Phil Royle talks about being brick-centric, fantastical escapism, and teaching everything you can.

Brick-centric“We have to make sure that everything we do centers around the brick. The brick is absolutely a core part of everything we do.”

Phil explains that the LEGO brick is not just theming—it’s the operating system for the entire resort experience. Because LEGOLAND serves families with children ages two to twelve, attractions are intentionally designed as “pink-knuckle” firsts: first coaster rides, first driving school licenses, and first hands-on build zones. Accessibility and inclusion are embedded, from wheelchair access to widespread Certified Autism Center credentials across parks, aligning day-to-day operations with the brand’s “only the best is good enough” ethos.

He describes a tight collaboration with the LEGO toy company, aligning new lands and attractions to upcoming toy lines so the parks bring IP like Monkey Kid to life in rides, hotels, and interactive spaces. Even hotel rooms extend the brick-first philosophy: families wake up inside immersive, character-rich environments and can step straight into building play, ensuring the brick is literally the first and last touchpoint of the day.

Fantastical escapism“We want that fantastical escape to just say, ‘wow, I woke up at LEGOLAND.’”

Phil explains that escapism is a design and operational mandate for both kids and parents. While queues and coasters provide the familiar structure of a theme park day, discovery and agency come from integrated build-and-play moments, such play areas inside queues, free-build buckets, guided vehicle-building challenges, and earthquake tables that turn trial-and-error into laughter and learning. Guests think they’re just racing cars or stacking towers; in reality, they’re encountering physics, structural engineering, and cause-and-effect through tangible, joyful play.

He emphasizes that parents are part of the magic. Attractions and play spaces are planned so adults can ride, build, and celebrate alongside their kids, or comfortably supervise from thoughtfully designed lounges with clear sightlines (single-entry/exit play areas). Dining, shows, seasonal characters, and event overlays (from Brick or Treat through the holidays) complete a rhythm that lets families “forget the big wide world” for a day and live inside a story built from bricks and imagination.

Teaching everything you can“You can only move on if you teach your team absolutely everything you can so that they can be successful on their own.”

Phil frames leadership mobility and park scalability as outcomes of radical knowledge transfer. Opening multiple parks across continents required documenting processes, building successor capability, and ensuring local teams could operate confidently after handover. When knowledge is hoarded, questions bottleneck at the last team; when it’s centralized and shared, the next parks in the pipeline (Shanghai, Shenzhen, and beyond) can accelerate with fewer blockers.

He also extends teaching beyond internal teams to partners, media, and communities, using proactive education to align global safety standards with local norms (as in South Korea), and cultivating networks where safety transcends competition. For Phil, mentoring, documentation, and cross-park/intake relationships are the real engines that let leaders “move on to the next project” without leaving gaps behind.

To connect with Phil directly, he recommends reaching out on LinkedIn. To learn more about the company and what’s new at the parks, visit the LEGOLAND website (including information on seasonal events and upcoming coasters and lands in California and Florida).

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What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible. And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpoand use promo code EXPOAPROSTEN. Don’t miss it — we won’t!

IAAPA Expo week can feel like a blender, between travel, hectic schedules, and a convention center with lots of shiny, flashy lights. Rather than merely surviving, Matt and Josh crowdsource veteran wisdom into a Thrival Guide, leaning on planning, pacing, intentional networking, and purposeful follow-up so the week becomes genuinely transformative. In this episode, Matt and Josh talk about IAAPA Expo thrival tips—how to plan with intention, protect your energy, network on and off the floor, leave space for serendipity, and turn post-show momentum into results.

From Survival to “Thrival”“It could be transformational to you as a human being, to your business, to the industry, to your team.”

IAAPA Expo is more than a trade show; it’s an annual reset. Matt and Josh reframe the week from “survive” to “thrive,” emphasizing that transformation only happens when you participate with intention. Walk in with a plan (what to see, who to meet, which sessions to attend), but also hold room to apply what you learn. The payoff is compound interest: new ideas, stronger relationships, and momentum that carries well beyond November.

Prepare With Purpose“Preparation, preparation, and one more time—preparation.”

Use the online show guide and IAAPA Connect+ app to map exhibitors, sessions, and meetups before you arrive. Matt and Josh highlight pre-reaching out to people you want to see for breakfasts, coffees, or a lap of the floor together to ensure important conversations happen. Josh adds a mindset check: if someone leaves saying they “didn’t get anything out of it,” that’s usually a signal to plan better and proactively seek value.

Pace Yourself (Feet First)“Wear comfortable shoes.” —Many submitters

The most repeated tip is also the simplest. Comfortable footwear (gel insoles for the win) plus smart self-care keeps you sharp from early mornings to late events. Josh even “pre-games” with ibuprofen to prevent aches before they start. Protecting your energy means you can stay present in sessions, actually walk that extra aisle, and say “yes” to the spur-of-the-moment invites that matter.

Network On and Off the Floor“Consider attending some of the night events… and bring business cards.”

Don’t limit networking to the exhibit hall. Young Professionals Mixer, IAAPA Celebrates, and other evening events are where quick hellos turn into real conversations. Bring cards (or capture details digitally), and jot a note on each contact so your follow-up is specific. Also, be proactive during the day. The right question at the right booth (or in the hallway) can unlock unexpected connections.

Leave Space for Serendipity“Keep time free for networking. Great ideas are shared over coffee.”

Build “white space” into your calendar. A strategic zig-zag lap of the floor early in the week helps you orient; then use unscheduled pockets for spontaneous demos, peer conversations, or simply catching your breath. Jamie’s mantra of “ride the ride” applies here: experience things that excite you—even outside your lane. Those surprises often spark the best post-Expo ideas.

Capture and Follow Up“Plan your post-show before the show.”

Thanksgiving arrives fast. Block time now for emails, calls, and debriefs. Each evening, recap who you met, what you learned, and what you’ll do next so the week doesn’t blur together. Also, don’t work so hard you forget the FUN—but do make the fun actionable when you get home.

Download the full 2025 IAAPA Expo Thrival Guide here.

What’s your best IAAPA Expo Thrival tip—one practical and one “outside-the-box”? Share it with us by replying to this episode’s post on our socials, tagging #AttractionPros, or messaging Matt and Josh through IAAPA Connect+ or LinkedIn.

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Heather Doggett is the Founder and CEO of Immerse Universe, Masterful Impact Consulting, and Scream Score. A zoologist-turned-operator and experience designer, Heather spent decades in zoos and aquariums spanning animal care, interpretation, education, training, operations, and exhibit design—often blending mission-driven content with theatrical techniques through seasonal events and a troupe she founded, Theater Gone Wild. Today, she helps organizations design for impact using human-centered and co-design methods, while also leading Scream Score, a biometric app that measures emotions during live experiences. In this interview, Heather talks about the power of theater, co-designing experiences with the staff, and measuring fear.

Power of theater“I just knew the power of theater.”

Heather explains that awe, magic, and surprise trigger a psychological state where people become more receptive to new perspectives and behaviors. She describes how moments of spectacle—“beauty and spectacle and magic and sparkles and silly and fun”—create optimism and connection, opening the door for cause-based action far more effectively than signage or information alone. Entertainment becomes the “magic sauce” when mission-driven institutions intentionally create those moments and then support guests with clear, hopeful paths to act on what they already care about.

She cautions that “pizazz and spectacle” without the follow-through falls flat. The effectiveness comes from designing the awe and pairing it with the next step—tools, prompts, and choices that make desired actions easy and meaningful. That balance reflects Heather’s science-meets-theater mindset: understand the psychology, engineer the moment, and design the bridge from emotion to impact.

Co-Designing experiences with the staff“Co-designing is a scary word, but I'm telling you, it is the can opener to the special sauce.”

Heather argues that operators should bring employees into the design process—not just solicit ideas on sticky notes, but practice true human-centered design that uncovers barriers, motivations, and benefits for team behaviors. Rather than prescribing one-size-fits-all scripts, she suggests asking, “What would be meaningful to you?” and shaping guidelines that let people act authentically. When staff co-create recovery tools, onboarding, and daily workflows, ownership rises and behaviors stick because they are easy, popular, and fun—not just mandatory.

She also emphasizes behavioral economics: people will default to the “easy” benefit of clocking in and out unless new benefits outweigh the status quo. Leaders must lower barriers (tools, time, permissions) and raise benefits (recognition, autonomy, social proof). Even unglamorous topics—like ladder safety—can be gamified and made culturally “popular.” The goal is an immersive employee experience where back-of-house spaces, processes, and rituals reinforce the same magic promised on stage.

Measuring fear“Now Screamscore is out on the market, and people can compete with their friends to see who is the most scared on a roller coaster, escape room, or haunted house.”

Scream Score translates real biometric signals into playful competition and operational insight. Heather explains that simply measuring heart rate isn’t enough; the platform leverages wearables and an individual’s historical data to normalize differences and detect the true stress (fight-or-flight) response. That yields more accurate “fear” scoring for guests while opening a window into other emotions—what she calls “experience score”—that museums and attractions can use to evaluate and tune shows and exhibits.

Looking ahead, Heather is exploring show-control integration so environments can respond dynamically to a group’s collective state: ramp down intensity if scores spike too high, or trigger a payoff when hype reaches a threshold. She also notes accessibility: the app is free, operators can provide loaner wearables, and they’re researching dedicated devices. The bigger vision is designing experiences for change—using emotion metrics to prototype, iterate, and measure impact with the same rigor as attendance or revenue, but with far more relevance to guest outcomes.

You can reach Heather at heatherd@thescreamscore.com and learn more at thescreamscore.com. She’s also active on LinkedIn and Instagram, and welcomes collaborative conversations about emotion metrics, impact design, and immersive experiences.

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Faisal Mirza is the Associate Vice President of the New York Hall of Science. With a career spanning iconic New York institutions—including the American Museum of Natural History, the Intrepid Sea, Air & Space Museum, the Empire State Building, One World Observatory, and even LaGuardia’s Terminal B—he has led opening teams, built high-performance operations, and shaped guest experience at scale. At NYSCI, he champions “design, make, and play” through hands-on exhibits rooted in STEM and community impact. In this interview, Faisal talks about the oohs and ahhs, cost-effective vs. better, It’s okay to be nice.

The oohs and aahs“I think a lot of us have come into this industry because of the oohs and aahs that we are part of… you get those oohs and aahs and you get the wows.”

Faisal ties the magic of reveal moments to operational purpose. He recalls One World Observatory’s deliberate build-up: from the storytelling elevator ride to a dramatic reveal that regularly prompted applause and even tears. He emphasizes that leaders should revisit these moments frequently—stepping out of the back office to reconnect decisions and data with the guest’s emotional response.

At NYSCI, that same spark is cultivated by translating concepts into creation. Visitors learn about light, space, or insects, then head into the Design Lab to “use your hands,” turning ideas into tangible projects. That cycle—from discovery to making—keeps guests coming back for the “wow” and reminds teams why meticulous execution matters.

Cost-effective vs. better“Should we look into being very cost-effective or being better? There’s always balance… it goes back to what the organization is really looking for and how, as a leader, you can justify that process.”

When choosing between a sign and a person, Faisal argues that “profitable” and “memorable” aren’t always the same. At Terminal B, his team justified human touchpoints (e.g., pre- and post-TSA guidance) by instrumenting the experience with data: NPS, robust passenger surveys at the gate, mystery shops, and large-scale trainings. With measurable outcomes, “better” isn’t a vague ideal—it’s a defensible investment.

He frames the decision as a strategic reflection of organizational DNA. In hyper-competitive markets, small touches compound: clear sightlines, open space, visible staff, and right-sized wayfinding all convert friction into confidence. The lesson for attractions is to define the guest standard, then measure relentlessly so quality choices stand up to budget scrutiny.

It’s okay to be nice“When you, as part of that team, see, ‘It’s okay to be nice. I didn’t know that.’ When you see others doing it and you’re in that universe of everyone being nice, it’s really great.”

Faisal describes how staffing critical junctions, like the “recomposition” area right after TSA, signals a cultural norm: proactive help is expected. In fast-paced New York, hospitality can still thrive when leaders model it and operationalize it. By placing people where guests naturally feel uncertain, teams normalize courtesy, reduce stress, and elevate the entire journey.

That mindset carries into museums and attractions. From shinier floors to warmer smiles, “little things” matter as much as headliners. Faisal’s leadership lens blends big-picture reveals with micro-gestures that make visitors feel cared for, proving that kindness is both practical and powerful.

Faisal would like to thank everyone he’s worked with over the years, because he’s learned something from everyone at the different organizations he’s been at. Connect with Faisal directly on LinkedIn, and learn more about NYSCI by visiting www.nysci.org.

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Gina Elliott is the VP of Strategy and Administration of Slick City Action Park, and she now serves as chair of the International Association of Adventure & Trampoline Parks (IATP), where she champions scalable training, safety, and culture across parks of all sizes. Jason Haycock is the Director of Strategic Accounts of Schoox, bringing eight years in enterprise HR technology to mobile-first learning for large frontline workforces. Together, Gina and Jason spotlight how digital platforms, blended with in-person training and coaching, elevate performance, reduce risk, and boost retention. In this interview, Gina and Jason talk about digital training transformation, immersive employee experience, and investing in your team

Digital training transformation“Training is such a critical piece… there is a direct correlation with training and safety… transitioning to an LMS… you can push that down to the hourly employee and you’re gonna get that instant notification of when it’s done.”

Gina contrasts “pencil-whipped” PDFs and broken binders with a mobile-first LMS that meets today’s frontline where they already learn—on their phones. Digital courses, instant transcripts, and exportable records simplify audits and incident response while allowing rapid, system-wide updates without reprints or classroom bottlenecks.

“It’s surprising to us that we’ll show up and see that they’re still using paper. We really have an emphasis on meeting these employees where they are, being able to learn quickly and on the go.”

Jason explains how short, role-specific modules and micro-assessments accelerate time-to-productivity for younger teams accustomed to bite-sized learning. He notes outcomes such as faster onboarding, sales lift, and reduced injuries/premiums when digital training is paired with clear expectations and live practice.

Immersive employee experience“You can build the best park, but if your employees aren’t trained or even understand what an immersive experience is, you’ve lost that guest, and it’s gonna be very hard to retain them.”

Gina reframes immersion as an employee mandate: blend brief videos, interactive elements, leaderboards, and hands-on tasks so every learning style is engaged and confidence builds before live guest contact. She stresses pacing: begin with a 10–15-minute orientation, verify knowledge, then layer responsibilities over 30/60/90 days instead of “300 modules” on day one.

“These frontline employees… learn differently than a corporate employee… It’s ongoing training in addition to what they have for onboarding.”

Jason adds that evolving parks (VR next to ax-throwing, bowling, pickleball) demand agile cross-training. Quick, on-the-spot refreshers and continuing modules keep skills current as attractions and technology change, while managers observe and coach to certify real-world proficiency.

Investing in your team“Make your employees feel like they’re heard and they’re valued. If it comes to spending that money at the beginning, do it. It’s going to ultimately lead to a better customer experience, a better employee experience, and a more successful business.”

Jason frames training as a proactive investment, not an expense: organizations already “pay” through turnover, weak sales, and incidents if they undertrain. Upfront investment converts training into a competitive advantage—supporting growth, reviews, referrals, and retention.

“We saw a park with a 90% completion rate actually increase sales… Another park in the low twenties had turnover of 90%.Culture always has a focus on training.”

Gina shares case studies linking completion rates to front-desk sales and lower turnover. She advises reading performance holistically, such as training data plus social scores, mystery shops, and sales, to target coaching. Her closing push: don’t fear technology; toss the binders, start small with digital courses, and keep coaching continuously.

Find Gina on LinkedIn, or visit indoor@adventureparks.org for IATP resources and the IATP Academy. Reach Jason on LinkedIn or visit schoox.com to learn more about Schoox.

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Running a modern trampoline or adventure park isn’t as simple as “put trampolines in a warehouse and open the doors” anymore. Operators juggle guest expectations, evolving tech stacks, labor realities, and the need to turn first-time visitors into loyal fans. In this conversation, Matt and Josh surface practical solutions with a live panel—Phillip Howell (Best American Trampolines), Greg Spittle (ROLLER), and Brandon Willey (Intelliplay)—covering design, data, kiosks vs. people, post-visit marketing, gamification, and AI. In this episode, Phillip, Greg, and Brandon share how the trampoline park model has matured and what tech-enabled moves will define the next five years.

From Warehouses to Polished, Parent-Friendly Parks“We were going into warehouses… 10 to 15,000 square feet of actual trampolines… no party rooms, no decoration on the wall.”

Early parks were bare-bones. Today, Phillip emphasizes warm, inviting environments: clean sightlines, framed netting, wrinkle-free pads, murals, and real seating and TVs for parents. The aesthetic isn’t vanity - it sets the perceived cleanliness and quality bar the moment guests walk in.

Match Online Promises with Onsite Reality“That upfront experience needs to match the experience when I walk through the door.”

Brandon flags a common miss: aspirational websites and social feeds that don’t reflect the actual facility. Greg adds that outdated online checkout flows lose guests before they arrive. Align visuals and copy with the real experience, and make the digital path to purchase smooth.

Before–During–After: Design the Whole Journey“There’s a bit of technology in every piece of that journey.”

Before the visit: modern web and frictionless online booking. During the visit: clear wayfinding, staffed self-service kiosks (never kiosks alone), and trained team members who intercept stress and upsell thoughtfully. After the visit: structured follow-ups—survey, intercept negative feedback before it hits Google, and segmented re-engagement.

Kiosks Need Humans“You can’t just leave the kiosks out there and expect success.”

Automation works best with people in the loop. The winning model pairs one well-trained team member with multiple kiosks to guide choices, protect the experience, and enable upsells… without leaving a 16-year-old “on an island.”

Own the Post-Visit Moment (and the Data)“Trampoline parks have a massive advantage. You have mandatory waivers… it’s marketing data.”

Use waivers to power segmentation: birthday clubs (30–45 days out), membership offers, and interest-based campaigns. Greg notes birthday bookings often happen ~3 weeks in advance, so time your messages. Automate when possible, but always deliver genuine value in every send.

Wearables & Gamification Drive Repeat Visits“After the bands were in place, repeat visitation went up to 78%.”

Intelliplay’s wristbands track activity, show session status (green to red), reduce PA “time’s up” moments, and fuel leaderboards. With demographic data and in-park behavior, operators can create attraction-specific events (e.g., dodgeball nights) and reward systems that keep families coming back.

Clean Lines = Clean Minds“You see a wrinkled pad and it looks dirty.”

Optics shape reviews. Details like pad tension, framed netting, and tidy sightlines communicate safety and care, prevent “dirty” perceptions that damage ratings even when facilities are spotless.

AI Now & Next: Practical, Not Hype“AI is still in its infancy… but options matter.”

Today: load SOPs into a private assistant for staff training and guest FAQs; use AI for campaign ideation and drafting. Tomorrow: agentic AI will act on your data, building and running segmented campaigns, surfacing decisions from noise, and personalizing in-park and post-visit experiences. Humans stay central; AI reduces drudgery.

Operator Priorities That Don’t Change“What’s driving my revenue, costs, and guest experience?”

Greg’s three pillars:

Revenue engines (birthday parties remain foundational; memberships rising).
Costs (especially labor forecasting by day/week/season).
Guest experience (measure, intercept, and improve).

Brandon adds: audit your attraction mix and secret shop your own venue regularly, end to end.

The Park of the Near Future“Immersive, gamified, personalized.”

Expect lighting tied to activity, unified scoring across attractions, persistent profiles, and app-based rewards that feel like arcade redemption—physical prizes today, digital skins tomorrow. Most of all: keep experimenting; iterate quickly, learn, and evolve.

What tech or tactics have moved the needle most in your venue: kiosks, leaderboards, birthday automation, staff training tools, or something else? Share your ideas and questions in the YouTube comments or on social media.

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Ron Romens is the President of Commercial Recreation Specialists (CRS). A lifelong creator and entrepreneur, he’s been a welder, butcher, truck driver, concession operator, inventor, founder of RAVE Sports (where he helped introduce the first floating trampoline), and, since 1999, the leader of CRS. From Verona, Wisconsin, CRS has grown to approximately 60 team members, representing dozens of top-tier product lines and offering end-to-end recreation solutions—designing lakes and beaches, curating aqua parks, splash pads, shade, and more for camps, municipalities, attractions, and resorts. In this interview, Ron talks about unstructured play, controlling your experience, and how boredom stimulates creativity.

Unstructured play“To me, I think unstructured play, I don't think there's near enough of it nowadays. Everything we have is very structured.”

Ron ties his inventor mindset directly to the freedom he experienced outdoors as a kid—“sleeping under the stars, swinging off the rope swing, turning over rocks, catching crawdads.” Those unscripted days formed a template for how CRS designs experiences today: create spaces that invite discovery, not dictate it. Whether it’s a floating trampoline evolved into a “floating playground” or a purpose-built lake with active and passive zones, CRS builds environments where guests can self-organize, collaborate, and learn through play.

He contrasts this with more static, linear attractions (“chlorine and concrete”), noting that open-water, back-to-nature settings put “grass and sand between people's toes.” The result is cross-generational connection and replayability—like the multigenerational family he watched at a Whoa Zone, all choosing their own challenges and sharing one big, memorable experience together.

Controlling your experience“People want to have a little bit more control of their own experience now.”

Ron traces a market shift since the late 2000s from passive, ride-centric theming toward participatory recreation—zip lines, ropes courses, and on-water challenge parks where guests set pace, path, and intensity. CRS leans into this demand by curating “best-of-class” equipment and tailoring it to each client’s goals—amenity, program tool, or monetized attraction—so guests can choose routes, repeat obstacles, or team up with family members.

This philosophy extends to CRS’s consulting approach: before selling gear, they back up to the “why.” Who is the audience? What outcomes matter? How will success be measured over one, three, and five years? By aligning design with desired control (from gentle exploration to vigorous challenge), CRS helps owners deliver experiences that feel personal, social, and repeatable.

Boredom stimulates creativity“It also gets you into a place where you might even have some boredom. And boredom kind of stimulates creativity as well, especially when you've got a group of kids together.”

For Ron, occasional boredom is a feature, not a bug. In nature, what first seems disorderly reveals patterns the longer you stay. Give kids a bucket, shovel, sand, and water and “they’ll be there forever… creating new games.” CRS intentionally designs canvases—dynamic lakes, floating courses, beaches—where conditions (wind, water, temperature, crowd mix) change daily, nudging guests to tinker, adapt, and invent.

That dynamism inspires the “human spirit,” a core CRS mission. Like skiing after fresh snow versus on ice, the same aqua park feels new each visit. Guests return not just for equipment, but for the open-ended possibilities it unlocks—play that sparks imagination, collaboration, and confidence.

In closing, you can learn more about Commercial Recreation Specialists at crs4rec.com or contact Ron directly at 877-896-8442.

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As the summer of 2025 winds down, attraction operators face the challenge of balancing operational efficiency with guest satisfaction. From pricing strategies and staffing to wayfinding and third-party partnerships, even the smallest details can shape the overall experience. In this episode, Matt and Josh talk about 10 key guest experience (GX) observations from summer 2025, drawing from theme parks, sporting events, family vacations, and more.

Parking Prices and First Impressions"Parking is an excellent revenue source. However, charging an exorbitant amount of parking is a surefire way to create a horrible first impression that will cascade into the rest of the visit."

Josh emphasizes that while parking is a strong revenue stream, overpriced parking creates negative sentiment before guests even step inside the gates. Matt connects this point to his experience in Europe, where paying for parking upon exit felt more palatable and less intrusive. When guests feel gouged at the start, it colors their perception of every expense throughout their visit.

Communication Beyond Signs"It's commonly said that guests don't read signs. Supplement verbiage on signage with audio announcements and, better yet, personalized announcements."

Josh highlights the importance of layered communication, pointing out that lengthy signs often fail to connect. Audio cues and direct interactions provide clarity, ensuring guests feel guided rather than overwhelmed.

Guest Comfort and Stress Reduction"Sometimes the best thing you can do for your guests is focus on making them more comfortable and removing stress from their visit."

The conversation stresses that alleviating friction points—like confusing kiosks or clunky ticketing—can be just as impactful as adding new amenities. Matt compares this to the Apple Store’s model, where handheld payment devices reduce stress and make transactions seamless.

Empowering Guests Through Participation

"When a guest plays an active role in their experience, it enhances satisfaction and makes the experience more repeatable."

From gem mining activities to splash pads outside stadiums, Josh reflects on how unassuming elements can unexpectedly become highlights for guests, particularly children. The takeaway: attractions should look for ways to make even passive experiences more engaging and interactive.

Staffing Balance and Service Consistency"Being understaffed negatively impacts the guest experience, but so is being overstaffed if it leads to miscommunication and errors in the steps of service."

The right staffing levels are critical—too few employees cause delays and frustration, while too many can lead to inefficiency and errors. Additionally, Josh stresses that third-party concessionaires must deliver the same service quality as direct employees, and vice versa.

Sometimes the Thing Isn’t the Thing

"Sometimes the thing you think is the thing isn’t the thing, and the thing you’d never think could be the thing might actually be the thing."

Through stories of his son enjoying splash pads and gem mining more than the “main attractions,” Josh illustrates how unexpected elements often create the most memorable moments. For operators, this means recognizing that small, seemingly secondary features can hold immense value for guests.

As summer transitions to fall, Matt and Josh invite listeners to reflect on their own guest experience lessons. What did you notice at attractions this summer—either as an operator or as a guest? Share your insights by emailing attractionpros@gmail.com or connecting on social media.

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Coen Bertens is the owner of Coen Bertens Consultancy, where he partners with leisure and hospitality operators on operations, leadership, and guest experience. After beginning his career in banking, Coen joined Efteling in the Netherlands, where he moved from finance to operations, ultimately serving as director/CEO of the park. During his tenure, Efteling earned national recognition for guest friendliness and advanced a long-term, story-driven resort vision. In this interview, Coen talks about starting with people, shifting culture, and creating one fan a day.

Starting with people“How you treat your people is how you treat your guests… you have to start with your people and change them into ambassadors.”

Coen explains that Efteling’s transformation didn’t begin with guest-facing tactics—it began by equipping employees. Guided initially by advice from Lee Cockerell, the team built a “personal compass,” a single digital place where employees sought and shared feedback, identified talents, and aligned those talents to both personal growth and organizational contribution. Rather than pushing a hospitality script, leadership focused on pride, ownership, and talent development so that frontline teams would naturally deliver better experiences.

That shift also meant moving decision-making closer to the work. Managers stopped “running and doing all the tasks,” and responsibilities—like resolving complaints on the spot—moved to the frontline. The results compounded: ideas surfaced faster, confidence grew, and service recovery became immediate instead of hierarchical.

Shifting culture“We knew that if you want to be the most guest-friendly company… it’s about changing the culture.”

Culture change started with clarity of vision. A survey revealed that only a small slice of leaders could articulate Efteling’s vision; nearly everyone else operated without clear goals. Coen’s team distilled the vision into a simple, memorable “nine-plus organization”—akin to striving for a five-star standard—and recruited 50 internal ambassadors to spread it. Leaders repeated the vision constantly and connected it directly to tools like the personal compass so it lived in daily routines, not just on a wall.

Empowerment mechanisms reinforced the shift. An Innovation Lab replaced the “idea box,” inviting students and staff to pitch solutions onstage to a centralized steering team. One standout idea—using VR to let guests with disabilities experience the Dreamflight dark ride alongside their families—came from a student, not management. Coen also shares a pivotal New Year’s Eve story: when buses failed to arrive after midnight, employees self-organized to drive hundreds of guests home. That response—spontaneous, generous, and owned by the frontline—became a living metric of culture more powerful than any dashboard.

Creating one fan a day“Keep it simple: create one fan per day… everyone has the time to create one fan per day.”

A hospitality professor’s advice became a durable operating principle: small, intentional moments scale culture. With ~800 employees a day, one fan per person translates into more than a million fan moments annually. Crucially, it’s not about giveaways; it’s about personal attention. In Efteling’s Fairytale Forest, for example, an employee simply walks a parent and child to the restroom through winding paths, turning wayfinding into a warm, human interaction.

Coen ties these moments to financial outcomes with a simple restaurant story: when service anticipates needs: right table, timely drinks, favorite refills, guests happily spend more and tip more. The message to teams is direct and doable: limit training topics, interact far more than you lecture, gamify learning, and repeat small behaviors daily until they become instinct.

For inquiries and further information, connect with Coen on LinkedIn—he welcomes messages and is happy to share tips.

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In any organization, the challenge of coaching employees lies in going beyond simply correcting mistakes or giving direction. Leaders often struggle with balancing accountability and support, while ensuring coaching conversations remain productive and motivating rather than intimidating. In this episode, Matt and Josh talk about how coaching can be transformed into a meaningful, structured process by using Matt’s acronym “COACH,” which breaks down the essential elements of effective coaching in the workplace.

C – Conversation"It starts with a relationship, and the relationship starts with a conversation."

Matt emphasizes that coaching begins with genuine, informal conversations that build trust and rapport. By connecting with team members in a non-threatening way, leaders lay the groundwork for more meaningful dialogue about performance and growth. Josh adds that framing it as a “conversation” rather than discipline helps employees feel comfortable and open.

O – Observation"You're observing with your eyes… you're really listening to what they have to say."

Observation is more than just hearing words—it’s about reading body language, tone, and consistency between words and actions. Matt points out that focused observation helps leaders truly understand their team members, while Josh relates it to the concept of “management by wondering around,” where leaders intentionally gather insights by being present.

A – Ask Questions and Assess"Until I ask more questions and dive in, I won’t know if I’m answering the right question."

Asking thoughtful, open-ended questions uncovers deeper issues that may not be obvious at first glance. Assessing the responses ensures that leaders don’t jump to the wrong conclusions. Josh draws a parallel to service recovery, where skipping ahead to solutions often leads to addressing the wrong problem.

C – Connect the Dots

"To me, this is the coach’s superpower."

Matt highlights that a coach’s unique value lies in making connections employees may not see themselves. Whether it’s linking patterns of behavior or uncovering underlying causes of challenges, connecting the dots creates “light bulb” moments that drive real growth. Josh notes that this requires active, intentional leadership that goes beyond simply checking boxes.

H – Help and Hold Accountable"The coach isn’t going to be the one that does it… it’s all about them."

The final step is providing guidance on how to move forward and ensuring accountability for follow-through. By helping team members prepare for conversations or challenges, and then checking back in, leaders empower employees to act with confidence. Josh explains that accountability is more effective when it’s expected and structured, not a surprise.

Coaching is both an art and a science, and Matt’s COACH model offers a framework for leaders to foster growth and accountability in their teams. What strategies do you use when coaching your employees? Share your suggestions with us by emailing attractionpros@gmail.com or joining the conversation on social media.

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Connecting employees to the mission of an organization is a challenge faced by both nonprofit and for-profit attractions alike. While many companies have a mission statement written on the wall or tucked into a handbook, the real impact comes when team members truly live and breathe it in their daily work. Recently, the AttractionPros community was asked how to connect employees to the mission beyond training and orientation. In this episode, Matt and Josh talk about creative, authentic ways organizations are engaging employees with their mission and the practical strategies leaders are using to foster genuine buy-in.

Making Roles Relevant"I think it's important for employees to know exactly where their role fits in in achieving the mission." – Kelly

One key approach is showing team members how their work directly contributes to the larger purpose. Kelly shared her experience at a history museum, where orientation tied every role—no matter how behind-the-scenes—to the mission of storytelling. By making the mission specific and personal, employees feel valued and connected.

Mission Beyond Nonprofits

"Our mission is at the forefront of most everything we do at Hershey Entertainment and Resorts Company." – Jeff

While mission-driven cultures are often associated with nonprofits, Jeff from Hershey Entertainment demonstrated how deeply mission can be embedded in a for-profit business. Through internships, education, and community outreach, Hershey connects its legacy to both guest experiences and long-term societal impact. This shows that mission alignment is just as critical in commercial organizations.

Leadership Modeling the Mission"By consistently embodying our organization's mission, we built greater trust and belief among our team members." – Chris

Chris emphasized that the mission must be demonstrated from the top down. When management actively participates in frontline activities, it reinforces credibility and trust. For employees to embrace the mission, they must see leaders living it every day, not just in one-time gestures.

Recognition and Reward"What you are reinforcing are behaviors that align with your mission." – Michael

Recognition programs should move beyond generic rewards to focus on behaviors that support the mission. Whether through incentives or acknowledgment, employees should feel that their alignment with organizational values is seen and celebrated. This transforms recognition into a meaningful reinforcement tool.

Listening and Feedback

"Be open to hear the good and bad. Be respectful and kind." – Gil

An open culture ensures the mission is continuously evaluated and strengthened. By encouraging feedback—even when it’s critical—organizations show that the mission is bigger than hierarchy. This openness fosters inclusivity and collective ownership of purpose.

One-on-One Connections"One-on-one conversations… may feel like not the best use of hours… but could spread like wildfire through the rest of the team." – Brandon

Individual conversations with employees create authentic pride and connection to the mission. While not scalable like company-wide messaging, these personal moments can have an outsized cultural impact. As Matt added, the biggest difference can sometimes be made with the smallest audience.

Building Buy-In"Another consideration is reviewing the mission annually or biannually." – Eric

Eric highlighted that real mission connection requires regular reflection and inclusion of all stakeholders. From frontline employees to executives, everyone should feel ownership. By revisiting the mission consistently and transparently, organizations nurture buy-in and prevent the mission from becoming just words on paper.

From leadership modeling to one-on-one conversations, each approach reinforces the idea that authentic engagement goes far beyond a plaque on the wall. Now, we’d love to hear from you: How does your organization connect employees to the mission? Share your thoughts with us on social media or email us at AttractionPros@gmail.com.

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What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible. And, just for our audience, you’ll save $10 when you register at IAAPA.org/ IAAPAExpoand use promo code EXPOAPROSTEN. Don’t miss it — we won’t!

Matt Cooper is the Founder of SPRK Lighting. With a background in music, theater, and AV integration, Matt brings a unique blend of creative and technical expertise to the attractions industry. After realizing that many of his theater colleagues had moved into theme parks, he joined the industry himself and soon found that lighting design in attractions offered a dynamic canvas for storytelling. SPRK Lighting, founded in 2018, focuses on immersive and intentional lighting design for location-based entertainment venues. In this interview, Matt talks about a novel approach to lighting, theater realism, and budget vs. coordination.

Novel Approach to Lighting“It was a novel approach to lighting design, specifically for attraction spaces… It was fun, it was creative, it celebrated the collaboration of a team.”

Matt’s entrepreneurial mindset led to the founding of SPRK Lighting with the goal of breaking the mold of the stereotypical grumpy lighting designer. Drawing from his AV integration background, he embraced the design-build model—less common in attractions—which allowed for a more seamless creative process from concept through installation. Matt believes lighting should be accessible, collaborative, and joyful, and that this approach is not only artistically fulfilling but also more cost-effective for regional attractions. By tightly integrating design and execution, SPRK eliminates the common friction between designers and integrators, maximizing value for operators, especially those with lean budgets.

Theater Realism“We attempted to bring a kind of theater realism, which isn’t real reality, but it’s our interpretation of reality.”

Using a Shanghai project as an example, Matt explained how traditional exhibit-style lighting gave way to more dramatic, theatrical techniques that brought static environments to life. Applying knowledge from live theater—such as manipulating texture, day-to-night transitions, and environmental dynamics—he and his team created lighting effects that made miniature cities appear to breathe. This philosophy elevates lighting beyond utility into a powerful storytelling tool. Whether enhancing drama in a haunted house or invoking wonder in a children’s attraction, Matt emphasizes that lighting can serve as a primary medium for delivering emotional impact—when it’s treated as part of the narrative, not just a technical necessity.

Budget vs. Coordination“It isn’t always a budgetary issue. It’s often a coordination issue.”

Matt argues that many lighting limitations attributed to budget are actually rooted in a lack of early collaboration. He stresses that meaningful creative integration requires upfront alignment between designers, fabricators, and operators. Too often, infrastructure like power and data is overlooked until late in a project, resulting in compromises that diminish guest impact. Instead, Matt advocates for early conversations that prioritize guest experience, ensure infrastructure supports design goals, and allow the team to find cost-effective yet compelling solutions. As he says, a great guest experience doesn’t come from the most expensive lights—it comes from lights used with purpose, collaboration, and care.

To learn more about SPRK Lighting, visitwww.sprklighting.com or connect with Matt on LinkedIn. Whether you're designing a roller coaster or a cookie shop, he’s always open to talking about lighting, bourbon, or Dippin’ Dots at IAAPA.

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What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible. And, just for our audience, you’ll save $10 when you register at IAAPA.org/ IAAPAExpoand use promo code EXPOAPROSTEN. Don’t miss it — we won’t!

Every year, Matt embarks on a coaster-packed adventure known as CoasterNerdCon (CNC), and this time, the journey took him across Europe to explore some of the continent’s most iconic theme parks. While the thrills were plenty, the biggest takeaways came from the unique operational practices, cultural nuances, and creative design elements that make European parks distinct. In this episode, Matt and Josh talk about Matt’s CNC 2025 trip and what the U.S. attractions industry can learn from parks in the Netherlands, Belgium, Germany, and beyond.

Parking Efficiency and Operational Design
"You pay for parking on the way out."

In contrast to the standard U.S. practice of paying for parking upon arrival, European parks often collect parking fees as guests exit. This adjustment alleviates early morning bottlenecks and allows guests to flow into the parks more smoothly. Matt noted the process was surprisingly efficient, especially when paired with mobile QR code systems.

Cultural Influence on Park Hours and Expectations
"Europeans want to go home for dinner."

Many parks Matt visited closed as early as 6 or 7 PM—a surprising shift from the late-night hours common in the United States. This practice aligns with European cultural norms around evening family dinners, emphasizing how societal values shape operational decisions, even at the cost of potential late-night revenue.

Quiet Platforms and Safety through Simplicity
"There were no loud spiels... just a thumbs up and you go."

Matt observed that European ride platforms are notably quieter than their American counterparts. Without booming safety announcements, parks rely on body language, gestures, and rider intuition—reflecting a different approach to liability and guest trust, possibly stemming from less litigious cultures.

Laughter is Universal
"Smiles, laughter… it doesn't matter what language you're speaking."

Whether at a German theme park or a splash pad in Chicago, Matt and Josh reflected on how joy transcends language. Laughter, excitement, and human connection provide a universal language—an important reminder for guest-facing teams everywhere.

The Power of Industry Connections
"You must be one of us."

Matt recounted how introductions from one industry peer led to behind-the-scenes access, personal tours, and new friendships. These moments underscore the importance of professional networking within the attractions industry and the unique camaraderie shared by theme park enthusiasts.

Constraints Fuel Creativity
"There’s no trademark on creativity."

Parks like Efteling and Phantasialand thrive despite physical limitations like land usage caps or height restrictions. Instead of seeing these as barriers, they use them to drive innovation. Layered layouts, immersive theming, and integrated storytelling show how limitations can lead to imaginative breakthroughs.

Authenticity vs. Theming
"Is it still theming when it feels this real?"

Europa Park’s recreation of European countries felt so authentic that Matt questioned whether it crossed from themed design into genuine reality. Unlike caricature-style lands, these parks replicate realistic environments with subtlety and accuracy—offering immersion without overstated fantasy.

Cross-Cultural Communication
"Body language and gestures became our best tools."

Though Matt doesn’t speak German or Dutch, navigating the parks was easier than expected thanks to signage, body language, and intuitive design. The experience heightened his empathy for international visitors to U.S. parks and reinforced the value of non-verbal communication.

Reawakening the Park Brain
"I was using a part of my brain I hadn’t used in a while."

Visiting unfamiliar parks reactivated Matt’s instincts as a theme park guest. Without relying on familiarity, he had to think critically and observe cues—an experience that reminded him how important way finding and signage are for first-time visitors.

Doing More Than You Have To
"They didn’t have to do that—but they did."

Matt highlighted dozens of examples where parks went beyond expectations: themed observation decks, treetop walkways, immersive queue shows, and even whimsical guardrails. These touches exemplify how small creative choices elevate the entire experience and build long-term guest loyalty.

From logistics to laughter, from constraints to creativity, CNC 2025 provided Matt with profound insights into what makes theme parks in Europe not just operationally efficient but emotionally impactful. Whether it’s walking a new path, connecting with a fellow professional, or reimagining what’s possible within your budget, there are countless lessons to be found when you look beyond your own borders.

Have you had a similar international experience or takeaway from visiting a theme park or attraction abroad? We’d love to hear your thoughts! Share your stories and insights by reaching out on social media or by emailing attractionpros@gmail.com.

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Olly Morgan is the Founder and CEO of Ventrata. With a background in software engineering, Olly entered the travel and attractions industry by building a ticketing system for an online travel agency before founding Ventrata. What started as a necessity after a job loss evolved into a decade-long journey to develop an enterprise-level ticketing solution tailored for large attractions, tour operators, and museums. Ventrata now powers mission-critical systems across the globe, all while being built organically without large rounds of funding. In this interview, Olly talks about persistence over scale, staying true to the culture, and adapting the operations to the technology.

Persistence over scale“There’s never been any kind of grand strategic plan or chess move. It’s just been persistence, honestly, on that path.”

Rather than pursuing aggressive scaling or courting large-scale venture capital, Olly built Ventrata by focusing on solving real problems in the industry. In the early days, he lived and worked like a monk in the Czech Republic, coding relentlessly with a small team. That laser focus on product development, not scaling for the sake of growth, allowed the company to form a strong foundation. Even during the pandemic, when the travel industry was severely impacted, Ventrata found momentum by offering modern, cloud-based alternatives to legacy systems. The company’s growth came not from massive investment but from consistent progress, deliberate decision-making, and building technology that could truly serve enterprise needs.

Staying true to the culture“You’ve got to stay true to your people and your culture… The second you forget that and try to be something else, it never goes well.”

As Ventrata scaled to over 120 employees, Olly remained committed to cultivating a culture rooted in shared values and a unified vision. The team has remarkably low turnover, with only five employees leaving in the company’s 10-year history. Olly attributes this to a clear focus on mission-driven work and hiring individuals who care more about purpose than prestige. Instead of hiring flashy executives from big-name companies, Ventrata has relied on the original team and those aligned with the culture. This approach has allowed them to navigate growth pains—like introducing structure and hierarchy—without sacrificing the familial bond that formed in the company’s earliest days.

Adapting the operations to the technology“Align yourself really closely to the strengths of a platform that closely matches your requirements—and then completely leverage that.”

Olly challenges a common approach in the attractions industry: creating long, rigid lists of tech requirements and expecting software companies to conform. Instead, he advocates for attractions to choose a tech partner whose product direction they trust, and then adapt internal operations to align with the software’s strengths. This philosophy, illustrated through Ventrata’s partnership with Big Bus Tours, allowed for a transformative change during the pandemic. Rather than over-customizing, Big Bus adopted the system’s approach, which led to more efficient implementation and better long-term results. Olly emphasizes that success comes not from Frankenstein-style customization but from mutual alignment and a willingness to embrace change, with technology providers playing an active consulting role during implementation.

For more information about Ventrata or to contact Olly directly, you can email him at oliver@ventrata.com. To learn more about the company and its offerings, visit ventrata.com.

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Tired of outdated systems holding your attraction back? Gatemaster believes technology is part of the experience, transforming every touchpoint into an opportunity. Imagine seamless online booking, effortless mobile ordering, and data-driven insights at your fingertips. Ready to revolutionize your guest journey and maximize revenue? Power your attraction with Gatemaster. Discover the future at Gatemaster.com.

Mark Shaw is the Founder of SHAW THING CX. With a career that began in hospitality and transitioned into leadership roles at theme parks across the UK and Australia, Mark brings a uniquely people-focused approach to business transformation. He served as CEO of Adventure World in Perth, where he led a dramatic turnaround in guest satisfaction and profitability. SHAW THING CX helps organizations improve guest experiences through a people-first framework that’s grounded in operational excellence. In this interview, Mark talks about CX vs. customer service, the ACE framework, and how recognition isn’t rocket science.

CX vs. Customer Service“Customer service is a subset of customer experience. But customer experience is everything from landscaping to signage to lighting to air conditioning, air quality—even marketing efforts.”

Mark explains that many organizations mistakenly treat customer service and customer experience as interchangeable terms. While customer service involves direct interactions between staff and guests, CX encompasses every element of the brand—from the first marketing impression to the cleanliness of the restrooms. He emphasizes that customer experience is about the emotional outcome: how a guest feels throughout their entire journey. Mark also cites data showing that guests value their interactions with staff as much as—if not more than—the physical product itself. This reinforces the importance of prioritizing operational consistency and human connection over just flashy attractions or expensive infrastructure.

The ACE Framework“ACE is Amplified Customer Experiences. It’s a seven-pillar model built on the service-profit chain, and it starts with leadership.”

After leading a remarkable transformation at Adventure World, Mark created the ACE framework to codify what worked. The framework includes seven pillars: leadership, recruitment, onboarding, training, recognition, guest-centricity, and tools. He emphasizes that the first five pillars are entirely about the employee experience, reinforcing the idea that great guest experiences come from engaged, well-prepared teams. ACE also includes 60 building blocks that organizations can assess to identify gaps and areas for improvement. Mark shares that the framework has helped not only theme parks but also organizations across industries, from hospitality to IT. The universal thread? Businesses that rely on human interaction must focus on team empowerment to succeed.

Recognition Isn’t Rocket Science“Recognition makes you feel great, and it reinforces the behavior. It’s not rocket science.”

Mark makes a clear distinction between reward and recognition. He explains that while bonuses and monetary rewards have a short-lived impact, genuine recognition creates a lasting emotional response and reinforces desired behaviors. At Adventure World, he implemented a high-frequency recognition program—including employee and department of the week/month awards, a public “wall of fame,” and spontaneous “busted” cards for team members who went above and beyond. Recognition was frequent, specific, and public. Mark also encouraged leaders to plan for recognition, suggesting something as simple as a weekly calendar reminder. His message is clear: consistent and meaningful recognition fuels employee morale, team culture, and ultimately, the guest experience.

To connect with Mark, you can find him on LinkedIn or email him at shawthingcx@outlook.com. For more information, visit www.shawthingcx.com.au.

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Jeremy Hauwelaert is the President and CEO of Jungle Island. With a unique background that spans business development in Belgium to sales and operations leadership in South Florida attractions, Jeremy brings a global perspective and a deep passion for the guest experience. Jungle Island, located on Watson Island in Miami, blends zoological elements with immersive, eco-friendly experiences and event-based attractions. In this interview, Jeremy talks about the Jungle Island experience, everything is marketing, and taking chances on employees.

The Jungle Island Experience“Jungle Island really feels like an emerald heart in a concrete jungle in Miami.”

Jeremy describes Jungle Island as an 18-acre eco-adventure park located between downtown Miami and South Beach. Known for its lush landscaping and immersive natural environment, the park blends animal encounters, a botanical setting, and a vibrant event scene. The attraction’s history traces back to 1935, originally known as Parrot Jungle in Pinecrest Gardens. When it moved to Watson Island in 2003, the transition came with both opportunity and challenges. While the central location has made it a prime venue for private events and late-night programming, the daily traffic congestion has impacted visitation from local families—Jungle Island's core demographic. Still, Jeremy and his team have leveraged these dynamics to deliver an evolving and diverse guest experience.

Everything is Marketing“Marketing is responsible from the first contact you have with your guest... until they've actually left the building and they filled out a survey.”

With a strong foundation in marketing, Jeremy brings a guest-centric perspective to Jungle Island’s operations. He emphasizes the importance of understanding guest behavior and designing experiences that align with their expectations. When reopening after COVID, Jeremy launched a bold initiative: free garden admission for locals. This not only reintroduced guests to the park but also proved more effective than a million-dollar ad campaign. Events like the Lantern Festival and strategic night programming help extend the park’s reach, especially in a market like Miami, where guests tend to make last-minute plans and seek evening entertainment. For Jeremy, marketing extends far beyond promotions—it's about shaping every touchpoint of the guest journey.

Taking Chances on Employees“Giving young people chances and letting them fly and letting them figure out where life takes them is important.”

Jeremy’s leadership philosophy places a strong emphasis on employee experience. From free meals and snacks to an extra vacation day for visiting other attractions, Jungle Island invests in its team in meaningful ways. Inspired by ideas from industry peers, Jeremy implemented a program where employees explore other attractions using FAA (Florida Attractions Association) white letters and report back with feedback. These insights are reviewed during operational meetings, fostering a culture of learning and innovation. Jeremy also shared his observations about working with younger generations, recognizing the shift in mindset and the importance of mental health support. While not every chance taken leads to long-term retention, he values the growth that comes from giving employees the opportunity to develop and contribute.

For more information about Jungle Island, visit jungleisland.com. To connect with Jeremy directly, reach out via LinkedIn.

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Michall Floyd is the Vice President and Chief Guest Experience Officer at the Tennessee Aquarium. With a career that began in retail management and a decade spent as a touring musician, Michael brings a diverse background to his leadership role at one of the most celebrated aquariums in the country. His journey at the Tennessee Aquarium began as an admissions assistant manager and progressed to the executive team, overseeing guest experience across a sprawling, multi-building campus in Chattanooga. In this interview, Michael talks about starting with respect, connecting employees to the mission, and lessons from being a touring musician.

Starting with Respect“You’re never going to get in trouble for trying to do your job. If you are doing what in your mind is best for the guest… we can go back later, we can talk through that, we can make adjustments.”

Respect is a foundational value for Michael, both in his personal leadership style and within the Tennessee Aquarium’s culture. He shared how early experiences in management—starting at just 18—taught him the challenges of leading peers and the importance of transitioning from being a peer to being a leader. Over time, he distinguished between managing tasks and truly leading people. As a leader now, he empowers his team by ensuring they don’t fear making decisions in the moment for the benefit of the guest. Mistakes are viewed as opportunities for learning, not punishment.

Michael’s approach promotes psychological safety and trust. By removing fear from the equation, he allows team members to take initiative, try new approaches, and build confidence. This empowerment leads to stronger team performance and, ultimately, better guest experiences.

Connecting Employees to the Mission“If we expect our employees to connect people to water and wildlife, first we need to connect our employees to water and wildlife.”

At the Tennessee Aquarium, conservation and education are central to the mission. Michael emphasized the importance of immersing employees in the organization’s purpose—not just through training but by giving them firsthand experiences. Team members visit the Conservation Institute, participate in programs like sturgeon releases, and develop a personal connection to the stories they’re telling guests.

This connection transforms the guest interaction. Rather than reciting facts from a script, employees share genuine excitement and passion. Michael explained that this authenticity helps the Aquarium consistently rank in the top 1% for hospitality among global cultural organizations. By investing in the employee experience, they amplify the guest experience in return.

Lessons from Being a Touring Musician“There’s always something positive that you can go through and focus on and kind of talk through… and really being there and showing that type of respect—people, you start to get that back.”

Before his time at the aquarium, Michael spent years on the road as a guitarist in a band. He credits that experience with shaping his values around community, branding, and respect. Touring taught him to build relationships with promoters, support other bands, and find creative ways to engage with audiences—like offering CDs to fans who beat the band in a game of Mortal Kombat.

These grassroots, DIY (or as Michael prefers, DIT—do it together) experiences taught him how to build loyalty, communicate a brand, and foster belonging. These same principles now guide his work in the attraction space. Just like a band earns its fan base one person at a time, Michael believes in creating meaningful guest experiences by investing in the little things—hospitality, enthusiasm, and consistency.

To learn more about the Tennessee Aquarium, visit TNAqua.org or follow them on social media. To contact Michael directly, you can email him at mtf2@tnaqua.org.

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As the attractions industry faces workforce reductions and career shifts, professionals are grappling with the daunting challenge of reentering the job market. For many, the process feels outdated, impersonal, and overwhelming. In this episode, Matt and Josh talk about how to make the job search more effective and fulfilling, sharing timely advice gathered from recruiters, job seekers, and their own experiences navigating career development in the attractions industry.

The Resume: More Than a Job Description"Make sure you're telling the story—not just what you did, but how you made an impact."

Matt shares insights from a recent virtual job fair, emphasizing the importance of showing accomplishments, not just tasks. Recruiters want resumes that demonstrate measurable outcomes and individual contributions, not ones that copy and paste job descriptions. Using AI like ChatGPT can help refine wording and formatting, but it's crucial that the document still reflects your authentic voice and personality.

Using AI as a Tool, Not a Crutch"Let it review your work, not do your work."

While AI tools can help polish resumes and cover letters, Matt and Josh warn against relying on them to create your materials from scratch. Authenticity still matters. AI should be used to enhance your message, not replace your voice. If a recruiter can’t tell who you are from your writing, your application loses its impact.

Your Network Is More Powerful Than Your Resume"If you know someone at the company, let them know you're applying."

Both hosts agree that your network can often open doors more effectively than a resume alone. A referral can elevate your application and help bypass filters that might otherwise discard it. Matt and Josh emphasize the importance of not only maintaining your network but actively growing it, especially through platforms like LinkedIn.

Be Politely Assertive"Follow up. Let them know you're still interested."

Recruiters value candidates who show enthusiasm and persistence, without becoming overbearing. Borrowing the phrase “politely assertive” from Denise Beckson of Morey’s Piers, Matt and Josh encourage job seekers to check in respectfully after applying or interviewing. A thoughtful follow-up message can show genuine interest and prevent your application from falling through the cracks.

Transferring Skills Across Industries"If you managed safety at a water park, you can manage safety on a manufacturing floor."

Don’t underestimate how relevant your attractions-industry experience is in other fields. From safety standards to leadership and guest service, these skills are highly transferable. Matt and Josh advise job seekers to highlight how their expertise applies beyond the attractions world, especially when considering roles in adjacent industries.

Redefining Your Identity and Building Your Brand"Your employer is not your identity—your skills are."

Josh discusses the importance of separating your identity from your employer (whether past or present) and instead focusing on your personal brand. Creating thought leadership content and posting regularly can build credibility, demonstrate expertise, and attract opportunities organically.

Reflecting on Fit and Culture"Interview the company as much as they interview you."

Not every job is the right fit, and that’s okay. Both hosts stress the importance of evaluating a company’s culture and values during the application process. Josh shares a story of walking out of a shadowing experience after realizing the role wasn’t a match—an empowering reminder that saying no is sometimes the best move.

Practical Advice from Recruiters"Apply directly through company websites for better visibility and data accuracy."

Recruiters note that applications from company sites are more complete and reliable than those from job boards like Indeed. Matt also highlights the importance of clarity in the hiring timeline, encouraging hiring managers to communicate expectations clearly to applicants.

Whether you're refining a resume, growing your network, or exploring other industries, the path to your next opportunity begins with knowing who you are and what you bring to the table.

What strategies have worked for you in navigating the job market? Have you ever successfully networked your way into a role or customized your resume to land an interview? Share your experience with us on LinkedIn or email us at AttractionPros@gmail.com—we’d love to hear your story.

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Harry Tomasides is the Chief Revenue Officer of Digonex. With a background in radio sales management and inventory, Harry transitioned to the attractions industry over a decade ago and now leads the sales and marketing efforts at Digonex, a company specializing exclusively in dynamic pricing solutions. Digonex serves over 130 organizations globally, including attractions and live entertainment venues, and employs a team of PhD economists who create data-driven, customized pricing strategies. In this interview, Harry talks about dynamic pricing, shifting attendance, and why every day is a separate event.

Dynamic Pricing“With dynamic pricing, in our view, it's the ability to create a solution that utilizes a lot of different factors and variables.”

Harry begins by clarifying what dynamic pricing truly means, especially as it differs from static or variable pricing models. Static pricing remains unchanged regardless of demand or season, while variable pricing may account for off-peak or weekend rates but still lacks true market responsiveness. Digonex’s dynamic pricing model, by contrast, uses real-time data and a range of factors—like weather, Google Analytics, and macroeconomic trends—to generate daily price recommendations. These are not fixed mandates but suggestions that attractions can accept, reject, or adjust based on their goals and comfort level. The process allows organizations to better match their pricing to actual market conditions, ultimately optimizing both revenue and accessibility.

Shifting Attendance“We have stories where...on the weekend [a client] had 14,000 people...when they did dynamic pricing, it completely smoothed out the attendance.”

One of the most impactful benefits of dynamic pricing, according to Harry, is its ability to shift attendance patterns. By creating incentives for guests to visit during off-peak days or times, attractions can reduce overcrowding and improve the guest experience. This redistribution leads to operational advantages such as shorter queues, less stress on staff, and higher guest satisfaction. Importantly, Harry emphasizes the value of transparency in pricing—clients are advised to display pricing calendars on their websites and to avoid real-time price increases during checkout, which can erode trust. Instead, Digonex recommends plan-ahead pricing, ensuring guests feel confident that booking earlier guarantees the best rate.

Every Day Is a Separate Event“With attractions...we look at every day as a separate event.”

Unlike concerts or sports games that occur on specific dates, attractions operate continuously and require pricing strategies that reflect daily variations in demand. Harry explains that Digonex treats each operating day as its own event, sometimes even breaking days into segments (like morning, afternoon, and evening) for further granularity. Their algorithms assess price elasticity, guest behavior, conversion data, and substitution effects, which can even lead to increases in membership sales as guests perceive more value in an annual pass. This nuanced view allows for tailored pricing that meets an organization’s financial and strategic goals—whether that’s maximizing revenue, improving accessibility, or encouraging earlier purchases.

For more information about Digonex or to contact Harry directly, visit https://www.digonex.com or email him at htomasides@diginex.com. The site also features their “11 Commandments” company values and more educational resources on dynamic pricing.

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Sondra Shannon is the Chief Executive Officer, and Jake Shannon is the Chief Growth Officer of Gatemaster Technology. With decades of combined experience in operations, business strategy, and technology, Sondra and Jake lead a company that has supported attractions for over 30 years. Gatemaster started as a point-of-sale software provider and has evolved into a full-service solutions partner for attractions of all sizes. In this interview, Sondra and Jake talk about performance coaching, revenue strategy, and technology integration.

Performance Coaching“Success is your duty to make sure that your business is protected and that you are growing so that you have generations to pass this on to.”

Jake shares how his exposure to performance coaching through Grant Cardone led to a transformational shift in both his personal and professional life. After becoming Cardone’s top-ranked coach out of 700 worldwide, Jake applied high-performance business principles to Gatemaster, helping nearly double its revenue. Sondra was so inspired by the results that she and COO Tiffany Blair began their own coaching journey to better serve the attractions they work with. They believe that coaching—more than managing—is the key to unlocking growth, developing leaders, and driving revenue across the industry.

Revenue Strategy“We increased revenue by $150,000 between March and May with no new capital investment or labor investment—just strategy.”

One of the most impactful themes discussed was helping attractions rethink their revenue opportunities by packaging what they already offer in new ways. Sondra explains how creating family bundles, date night deals, and themed packages for a mini-golf client led to a major uptick in revenue with no added cost. By reframing how products are presented and communicating availability clearly (without feeling like an “upsell”), Gatemaster helps clients personalize the guest journey and maximize spend from the first interaction.

Technology Integration“We’re now asking ourselves all the time—who’s got the kind of problems we can help solve, rather than who can I sell this system to?”

As a company that’s been serving attractions since 1994, Gatemaster combines technical expertise with operator experience. Sondra and Jake explain how the company has evolved beyond traditional software, adding managed services to help clients navigate staffing shortages, tool fatigue, and operational complexity. Their technology is grounded in business logic and human-centered design—something that traces back to founder Steve, a chiropractor who built systems around ergonomic functionality. With many clients staying on for over a decade, the long-term relationships reflect Gatemaster’s philosophy of service, customization, and genuine partnership.

You can connect with Sondra and Jake on LinkedIn, or learn more about Gatemaster Technology by visiting gatemaster.com.

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When a new theme park opens, it’s more than a ribbon-cutting—it’s a generational milestone. With the debut of Universal’s Epic Universe, the attractions industry sees its most significant park opening in the United States in over two decades. In this episode, Matt and Josh talk about the immersive design, emotional resonance, operational innovations, and friction points of Epic Universe—reflecting on their respective visits and unpacking the guest experience from both a fan and professional perspective.

A Landmark for the Industry“This is the newest major theme park to open, not just in Central Florida but the largest new theme park to open in the country in the last quarter century.”

Matt and Josh reflect on how Epic Universe represents a once-in-a-generation event. The sheer scale, technology, and artistic vision mark a pivotal point for theme park development. From Celestial Park’s community-like aesthetic to the themed portals, the park feels intentional and deeply considered. The duo also draws parallels between industry advancements and their personal excitement as fans, recognizing that few other sectors experience a $7 billion innovation that also thrills millions of people.

Immersion and Emotional Connection“The second I walked through the portal into Nintendo, I felt like I was spit out through the green pipe and I was right in my childhood.”

Josh and Matt compare their emotional connections with the IPs represented in Epic Universe’s lands. Josh describes how Super Nintendo World transported him back to childhood, while Matt—less attached to the brand—found the land visually stunning even though it was less personally engaging. Both agree that attractions like Stardust Racers and Monsters Unchained push boundaries in guest immersion. Matt praises how Dark Universe’s street character Eigor connects thematically to the ride experience, blurring the line between streetmosphere and narrative continuity.

Operational Wins and Friction Points“It was the most seamless locker experience I’ve ever had... until it wasn’t.”

While Epic Universe delivers next-gen technology like facial recognition lockers and mobile food ordering, not every implementation is flawless. Josh describes a frustrating locker bay issue that caused a substantial delay. Similarly, Matt notes mobile ordering hiccups and virtual queue limitations, particularly for the Ministry of Magic ride. However, both highlight excellent guest service, including a team member in the Isle of Berk who delivered proactive communication and compassion amid uncertain show schedules.

The Re-experience Factor

“It’s a park that is absolutely re-experiencable... you get that repeat visitation feeling.”

Matt and Josh both emphasize Epic Universe’s lasting impact. It’s not just a one-time visit—it’s a park that demands exploration over time. With hidden details, evolving guest flow strategies, and high emotional engagement, Epic Universe offers a compelling case study in how to merge immersive storytelling with thoughtful operations. Matt and Josh applaud the Universal team for crafting a park that has already made history.

Have you visited Epic Universe? Let us know your thoughts!

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Tyler Adams is the General Manager of the Buffalo Trace Distillery Home Place. With a career that began in the attractions industry at Cedar Point, Tyler brings decades of experience in guest services, marketing, and operations. At Buffalo Trace in Frankfort, Kentucky, he now leads one of the most immersive brand-based visitor experiences in the spirits industry. Buffalo Trace is not only a functioning distillery but also a destination attracting over 700,000 visitors annually. In this interview, Tyler talks about bourbon as an attraction, creating connections with consumers, and recovering before the crisis starts.

Bourbon as an Attraction“A lot of our visitors say this was like an adult Disneyland for them.”

Tyler describes the Buffalo Trace Distillery as a pilgrimage destination for bourbon enthusiasts. While some visitors may arrive with no prior interest in spirits, many leave with a deep appreciation for the experience. The distillery is steeped in history, with active production taking place on a site that has been distilling for hundreds of years. Unlike fabricated environments, guests witness the genuine operations, including forklifts and barrel transport, as part of their tour. This authenticity, paired with complimentary tastings and educational touchpoints, creates a unique environment where bourbon is not just a beverage—it’s the centerpiece of a full-fledged attraction experience.

The sensory immersion of walking through historic warehouses and experiencing the sounds and aromas of production connects guests to the brand in a meaningful way. Tyler highlights how guests often leave with a deeper understanding, even if they never become bourbon drinkers. This inclusive approach—paired with tangible takeaways like handcrafted items made from retired barrels—turns Buffalo Trace into a destination that mirrors the magic of traditional theme parks, but with the cultural and historic significance of Kentucky bourbon.

Creating Connections with Consumers“Our whole mission is to create connections with our consumers to bring a brand to life.”

At Buffalo Trace, the visitor experience is part of the marketing department—deliberately designed to transform consumers into brand advocates. Tyler compares the distillery to other brand homes like World of Coke or the Guinness Storehouse, but emphasizes that Buffalo Trace offers something distinct: authenticity without theming. Rather than a stylized walkthrough, guests engage with the actual production process in real time.

These interactions create deep brand loyalty and foster connections not only between the brand and consumers, but also among guests themselves. Tyler notes that many visitors bond with each other during their tours, united by a shared passion. The distillery encourages storytelling, with team members who listen and respond to guests' personal narratives. Through elements like bourbon tastings and handcrafted woodcrafts, visitors leave with more than just a souvenir—they leave with a story and a relationship to the brand.

Recovering Before the Crisis Starts“We were preparing for it. And we got to the point where we did everything we could… and actually started planning for recovery.”

In early 2024, Buffalo Trace experienced a major flood due to record water levels in the Kentucky River. Tyler shares how the team used forecasting models to anticipate the crisis before it fully struck, allowing them to shift into recovery mode even before the peak flooding occurred. This proactive approach enabled them to reopen in phases—first with pop-up tastings, followed by partial retail access, and eventually full tours.

Tyler emphasizes that the key to their successful recovery was collaboration and communication. The leadership team divided responsibilities based on both timing and physical space. Some team members focused on immediate cleanup, while others strategized for future phases of reopening. Communication was also prioritized across all 200 team members, including live video broadcasts and daily updates to ensure transparency. Tyler believes this level of engagement—both internally and externally—was not only critical to recovery, but also a reflection of the brand’s value of authenticity. The crisis became a real-time demonstration of Buffalo Trace’s commitment to its people and guests.

Visitors interested in touring the distillery can learn more and book a free tour at buffalotracedistillery.com. To connect directly with Tyler Adams, the best place to reach him is on LinkedIn.

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Organizations often rely on sporadic guest surveys to gather feedback, resulting in limited data and missed opportunities to enhance both the guest experience and operational performance. The challenge is not just about collecting data but about building meaningful relationships with guests at scale. In this episode, Matt and Josh talk about how automating surveys can go beyond data collection to drive engagement, service recovery, and even revenue generation.

Beyond the Data: Validating Assumptions“You probably can walk through your venue and say, here are some friction points... but if you gain a large quantity of guests who are also saying the same thing, it helps to justify when you are bringing this into saying, hey, we need to invest in x, y, z.”

Even when assumptions about the guest experience seem obvious, large-scale feedback provides the validation needed to secure buy-in for improvements. Automated surveys ensure that decisions are supported by both intuition and data.

Strengthening Engagement and Recovery Opportunities“Guests who do fill out a survey are allowing you the opportunity to continue the discussion about what went well with their experience and what fell below their expectation.”

Matt and Josh highlight that automated surveys keep the conversation going after a visit, giving guests an outlet to share both praise and complaints. This proactive approach helps capture issues before they escalate to public reviews, increasing satisfaction and creating service recovery opportunities.

Optimizing the Feedback Loop for Real-Time Insights“If surveys are automated, then you've got a continuous stream of data... you're getting the real-time feedback from the guest.”

Automating surveys provides a steady flow of data, enabling venues to monitor the impact of operational changes in real time. This agile feedback loop allows teams to fine-tune guest experience strategies without waiting for periodic surveys.

Leveraging Surveys for Reviews and Revenue“Your survey collection should be a revenue-generating source because you are strengthening the relationship with your guests.”

Josh and Matt discuss how surveys can be used to direct promoters toward online reviews, boosting search visibility, while also offering targeted upsells like memberships or bounce-back discounts—turning surveys into a marketing and revenue tool.

Building Relationships at Scale“When you're building that positive relationship, it's now less of a chore for that guest to maybe give you feedback and it's more of part of a conversation that you're having.”

The core message can be summarized with a single word: relationship. By reframing surveys as a relationship-building tool rather than just a data collection exercise, operators can create deeper connections with guests at scale, making the process feel more personal and less transactional.

What methods are you using to build guest relationships through surveys? Share your ideas and experiences by reaching out through your preferred social media channels or contacting us directly.

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When attractions look for ways to enhance guest satisfaction and drive revenue, they often focus on major offerings like rides, shows, or food. But sometimes, it’s the unexpected and simple additions that can create memorable moments, extend dwell time, and increase spend. In this episode, Matt and Josh talk about how a casual encounter with baby goats at a distillery unexpectedly revealed key lessons about guest engagement, dwell time, and storytelling that apply directly to the attractions industry.

Extending Dwell Time Through Unexpected Encounters“Here come the baby goats...and everybody goes crazy. Everybody goes nuts, right? They're going to play with the baby goats... And of course, in my AttractionPros mind, I'm thinking he just got us to stay longer.”

Matt shares a personal experience while visiting a distillery where the surprise appearance of baby goats prompted his group to stay longer, enjoy more offerings, and ultimately spend more. This spontaneous addition extended their visit and enriched their experience, demonstrating how small, unexpected moments can slow guests down and deepen their engagement.

Cost-Benefit of Non-Revenue Experiences“If you want people to stay longer, think about things that may or may not generate revenue… recognize the cost-to-benefit analysis with that.”

Not all guest touchpoints need to be direct revenue drivers. Experiences like interacting with animals—or offering a quiet lounge space—may carry costs but can result in guests lingering longer, increasing spending in other areas, and creating a stronger emotional connection to the venue.

Reading Guests and Curating Moments“Reading your guests, understanding what they need and being able to provide something that extends their stay.”

Operators have the opportunity to read their guests in real time to identify opportunities for engagement. Whether it’s by offering an unexpected encounter or slowing down the pace of the experience, curating these moments can elevate the guest journey while driving both satisfaction and revenue.

Surprise and Delight Leads to Stories Worth Sharing“It was something you had not expected... and ultimately, that became the story.”

The power of surprise and delight can create memorable stories that guests will share long after their visit. Even small, obscure moments—like interacting with baby goats—can become the most talked-about part of an experience, reinforcing the importance of designing elements that give guests something remarkable to talk about.

Storytelling as Part of the Guest Experience“When told in a very engaged and genuine way… it heightens the experience of what you're experiencing.”

Matt ties the distillery’s storytelling to the themed entertainment industry, underscoring how sharing authentic stories enhances immersion. Whether it’s the history of a distillery or the backstory of a ride, embedding guests into the narrative enriches the overall experience and fosters a deeper connection.

What are some of the creative ways you extend dwell time and create shareable moments? Join the conversation by sharing your stories and experiences on social media or by emailing AttractionPros directly.

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In many organizations, training is seen as the cornerstone of employee development, particularly in the realm of guest service. However, relying solely on training can lead to missed opportunities to build a truly immersive service culture. The challenge is not whether to train, but how to embed training within a broader, more strategic framework that sustains guest service excellence over time. In this episode, Matt and Josh talk about how training fits into a larger ecosystem of steps to create a guest service culture that goes far beyond initial onboarding.

Looking at training from 50,000 feet"What do you want to be known for? What makes you number one in your category?"

Matt and Josh emphasize that while training is essential, it is not the sole solution to performance issues, pointing out that organizations often focus on training without questioning if they are teaching the right skills or addressing other factors that impact performance. The conversation highlights the risk of defaulting to retraining when the root cause of issues may lie elsewhere.

The first two steps in crafting a guest service culture: establishing a guest experience vision and defining the service standards that will fulfill that vision. This strategic clarity ensures that training aligns with the organization's larger goals and that team members understand not just what to do, but why it matters.

Assessing and Sustaining the Standard"How do you know that your team members know what is expected from them?"Ensure comprehension through assessments, ongoing coaching, and reinforcement. Matt and Josh stress that training should not end at the classroom door—it must be followed by observation, feedback, and recognition to keep the standard alive and evolving in daily operations.

Celebrating Success and Re-evaluating"Where can team members quickly access success stories that exemplify the guest experience standard?"

The importance of celebrating success stories and broadcasting them throughout the organization cannot be overstated. This not only reinforces desired behaviors but also helps to create a motivational feedback loop for team members. The final step—re-evaluating the standard—ensures that guest experience remains dynamic, competitive, and innovative by seeking input from team members and challenging the status quo.

How are you building and sustaining your own guest service cultures? Reach out to us on social media with insights, success stories, and creative approaches to crafting memorable guest experiences.

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Attractions and hospitality organizations often view name tags as a simple part of the uniform—a box to check to ensure guests know who they’re interacting with. However, overlooking the deeper significance behind name tags can lead to missed opportunities in team engagement, guest connection, and even operational accuracy. In this episode, Matt and Josh talk about how a name tag can be a powerful symbol of identity, pride, and personal connection that strengthens both the employee and guest experience.

Name Tags as Symbols of Pride and Representation"It was a weighty responsibility, but I felt like I was representing the company."

Matt reflects on his personal connection to the name tags he wore throughout his career, recognizing them not just as an identifier, but as a symbol of the company and his role within it. The discussion highlights that when team members are given a name tag, it can become a source of pride and ownership—if organizations frame it that way. Rather than being a disposable piece of plastic, it can represent belonging and responsibility within the company culture.

The Risk of Misidentification"What if that person provided an exemplary experience and that guest wrote an online review about that individual or sent in an email or called and said, you absolutely have to recognize Nick?"

Josh points out the operational risks of allowing employees to wear random name tags simply to meet uniform standards. Whether the result is a missed opportunity to recognize excellence or a guest complaint directed at the wrong person, the repercussions can erode both guest trust and team morale. By ensuring accurate name tag usage, organizations reinforce the integrity of both the guest experience and internal processes.

A Tool for Connection and Storytelling"It was a micro-moment about personalizing the experience. I was the guest. I did this."

Josh shares a personal story where a name tag sparked an unexpected connection during a visit to Epic Universe. This anecdote illustrates how name tags can become tools for personalized storytelling, conversation starters, and guest engagement. When name tags include elements like hometowns, passions, or favorite rides, they create openings for guests to connect authentically with team members—turning a small detail into a memorable moment.

Elevating the Importance of Name Tags"There could be maybe more of a presentation like here's your name tag. Like this is something that's super important and you should think it's important."

Matt suggests that organizations can enhance team pride by elevating the name tag presentation process itself. By treating it as a meaningful rite of passage—rather than a casual handoff from wardrobe—leaders can reinforce the value placed on identity and representation. This small gesture can have a lasting impact on how team members view their role within the company.

Practical Tips for Effective Name Tag Use"Make it big enough to read."Matt closes the conversation with a practical reminder for anyone involved in name tag procurement: ensure the text is large enough for guests to read comfortably. A name tag’s primary function is to allow guests to identify and connect with employees, and if the name isn’t easily visible, the opportunity is lost.

Do you have creative ideas for making name tags more impactful? Matt and Josh encourage you to share your experiences and suggestions. Connect with them on social media or through the AttractionPros website and join the conversation about how small details like name tags can make a big difference in the guest and employee experience.

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Reaching 400 episodes is no small feat, but staying consistent comes with its own challenges — keeping the content fresh, meaningful, and reflective of the evolving attractions industry. One of the biggest realizations Matt and Josh have encountered along the way is that the guest experience and the employee experience are deeply intertwined, yet organizations often separate them. By pulling powerful quotes from past AttractionPros episodes — with a little help from AI — Matt and Josh revisit the lessons that show how these two experiences are inseparable and essential for success. In this episode, Matt and Josh talk about the most impactful guest and employee experience insights shared over 400 episodes and how they can have an impact on your attraction.

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This episode of AttractionPros is brought to you by our friend Eric Fluet at Get it Done Marketing. With 30 years of experience in the attractions industry, Get it Done Marketing offers freelance marketing insight, strategy, and execution—at a fraction of the cost of a full-time hire. Partnering with over 30 parks and resorts from family water parks to large multi-location organizations, Get it Done Marketing fills leadership voids on property and corporate marketing teams, assists with resource allocation and supports emerging marketing professionals. Learn more at getitdonemarketing.com.

Dameon Nelson is a seasoned veteran with the Six Flags organization. With a career spanning more than 30 years in the attractions industry, Dameon has held numerous operational and leadership roles across several Six Flags parks, including Great America, Great Adventure, Discovery Kingdom, and an international post in Beijing, China. Most recently, he worked with Meow Wolf to support operational standardization in their immersive art experiences. In this interview, Dameon talks about Mindset, Motivation, and Mastery, Embracing Change, and Putting Value in Your Team.

Mindset, Motivation, and Mastery“You have to be motivated to have meaningful conversations and meaningful discussions with the hope of resolving challenges, or realizing opportunities that can be created as well.”

Dameon describes mindset as a critical, yet often overlooked, element in leadership. He emphasizes that leaders must choose how they perceive and approach challenges—whether they allow problems to persist or actively seek solutions. He believes motivation fuels the pursuit of those solutions, not just for oneself but for inspiring others. Mastery, in his view, is about empowering team members to align with values and expectations, not just in theory, but through effective execution. He shared how, in a challenging environment plagued with negativity, he personally committed to understanding the team’s frustrations, motivating them through action, and leading them toward improvement—illustrating how mindset, motivation, and mastery intersect to drive positive change.

Embracing Change“It’s easy to do what you know. But when you get the opportunity to step outside of that and understand that there will be challenges... that, I think, is a mindset that is always beneficial to have.”

Dameon’s career is a blueprint for embracing change. From his first role as a street sweeper to moving across the world to support Six Flags’ international projects, he repeatedly stepped outside his comfort zone. He explains that while some individuals are naturally more open to change, everyone should be willing to pursue it when it benefits their personal or professional growth. His time in Beijing taught him patience, cultural understanding, and the value of vulnerability—especially in moments where progress was difficult. By keeping an open mind and maintaining confidence in his abilities, he was able to navigate uncertainty and unfamiliar environments while continuing to grow as a leader.

Putting Value in Your Team“Budgets are built in a boardroom and reality is executed out in the parks.”

Dameon challenges the idea of viewing employees as mere expenditures. He advocates for seeing labor and operational resources as investments in guest experience, team morale, and long-term success. He shares several stories, including one where a small, inexpensive investment in costume replacements made a significant impact on team morale. He explains that while it may be difficult to prove direct ROI on such investments, the benefits show up in improved guest satisfaction, reduced turnover, and increased engagement. By asking questions like “How can I help?” and demonstrating vulnerability and support, Dameon fosters trust and shows that even minimal investments can yield disproportionate value for both staff and guests.

To connect with Dameon, reach out to him on LinkedIn. For more information about his work and future endeavors, be sure to follow him there.

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Brian Stovall is the Founder and Managing Partner of Icon Leisure Services. With a career spanning more than three decades, Brian’s experience runs the gamut from theme parks and amphitheaters to live concerts and water attractions. He began his journey at Schlitterbahn Waterpark and later worked with House of Blues and Universal, gaining hands-on experience in both operations and entertainment production. Today, Icon Leisure Services is focused on bringing leisure-based multi-use developments to life, offering a unique blend of operational insight and creative design support. In this interview, Brian talks about operational design consulting, visualizing what doesn’t exist, and lessons from 30 years in the industry.

Operational Design Consulting“Let’s start when we can do it with a pencil and eraser rather than a jackhammer.”

Brian explains that operational design consulting is about influencing the layout and structure of a facility before construction begins. Traditional operators are often brought in after a venue is built, which leads to costly retrofits and inefficient guest or staff flow. Instead, Brian advocates for embedding operators into the planning phase early on—working alongside architects, engineers, and developers to build spaces that function seamlessly from day one.

He shared examples such as walking freezers being placed on the wrong side of a kitchen, which would disrupt workflow, or facilities being designed with no thought for trash removal or vendor access. By introducing an operator’s perspective before any concrete is poured, Brian and his team can help prevent these logistical headaches. This approach has led Icon Leisure Services to become a trusted sub-consultant for numerous architecture and engineering firms across the country.

Visualizing What Doesn’t Exist“You basically have to mentally walk through the park.”

When it comes to designing new attractions or multi-use developments, Brian notes the importance—and difficulty—of visualizing something that hasn’t been built yet. It’s a skill developed over years of experience. He explains that he mentally walks through a future facility, applying all the lessons he's learned across operations, entertainment, and hospitality to anticipate needs for things like power access, water drainage, and guest circulation.

He emphasized that this process is not done in isolation. Design teams collaborate and troubleshoot together, adjusting based on feedback and constraints. While budget limitations always factor in, Brian focuses on programming the space first—understanding how it will function—so that infrastructure needs naturally follow.

Lessons from 30 Years in the Industry“It really made you appreciate where you are if you know where you’ve been.”

Reflecting on a career that began with picking up tubes and trash at Schlitterbahn, Brian credits early mentors for instilling a strong work ethic and ownership mentality. He explained how those early experiences shaped his current approach to designing operationally efficient facilities, down to minimizing the dreaded “trash trails” from leaking liners.

From overseeing massive entertainment venues to running 20-hour-a-day operations in Las Vegas, Brian described how every role added to his understanding of how people move through spaces and how teams function behind the scenes. Today, he takes pride not just in building guest-friendly environments, but also in creating workplaces where staff feel empowered and supported—a key factor, he says, in long-term success.

To learn more about Icon Leisure Services or to get in touch with Brian directly, visit iconls.com or connect via the Icon Leisure LinkedIn page.

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Burton Heiss is the CEO of Escapology. With a rich background in the restaurant industry, including leadership roles at Baja Fresh, Wagamama, Nando’s, and Buddy’s Pizza, Burton brings a business-savvy approach to the world of escape rooms. His career has been centered around high-growth, brand-led companies, which made Escapology—a fast-growing escape room franchise with a strong emphasis on brand identity—a natural next step. In this interview, Burton talks about brand-led businesses, disconnect to reconnect, and the future of escape rooms.

Brand-Led Businesses“I always want to work someplace where when I get on the airplane, I don’t put a piece of paper in my pocket to cover up the logo.”

Burton explains that brand-led businesses have a distinct identity that resonates emotionally with consumers, unlike commodity-driven models. He points out that a brand like Disney evokes excitement and emotional connection, while a commodity might be viewed as interchangeable or forgettable. From a leadership standpoint, he emphasizes that it’s easier to rally a team around a brand that stands for something. Employees feel a sense of pride when the brand on their shirt is something others recognize and admire. That internal passion, he says, is contagious and helps permeate enthusiasm throughout the organization.

Transitioning from restaurants to attractions, Burton notes that although the escape room industry is relatively new, the foundational leadership principles remain the same. “Leadership is leadership,” he says, emphasizing that strong team culture and strategic planning are transferable across industries when they’re rooted in purpose and clarity.

Disconnect to Reconnect“What escape rooms offer you is the opportunity to disconnect from your device and reconnect with your friends and family.”

Burton describes a key differentiator of escape rooms: the opportunity to truly unplug and engage in a meaningful, shared activity. At a time when screens dominate daily life, Escapology encourages people to step into immersive environments that demand teamwork, communication, and critical thinking. This idea of “disconnect to reconnect” isn’t just a catchy phrase—it’s central to the guest experience.

He also addresses common misconceptions that may prevent people from trying an escape room, such as fears of being physically locked in. Escapology aims to overcome that barrier with inviting locations in mainstream retail environments and licensed IP like Scooby-Doo and Batman. These approachable themes lower the intimidation factor and encourage first-timers to take the leap. Once they do, he says, most guests are hooked by the joy and adrenaline of the experience.

The Future of Escape Rooms“We want to continue to make things feel seamless, that they just happen… Technology is a great way to do that.”

Looking ahead, Burton sees the future of escape rooms becoming increasingly immersive and emotionally resonant. He notes a shift from puzzle-centric gameplay to experiences that prioritize atmosphere and storytelling. Recent games like Haunted House and Pirate’s Curse focus heavily on set design and narrative, offering guests more than just a mental challenge—they’re stepping into a different world.

Innovation will also come in the form of technology integration, but with intentionality. Escapology uses tech to support the story rather than distract from it, aiming for those moments of awe and surprise—like a magic trick that leaves guests wondering how it all worked. As the industry grows, Burton predicts greater consolidation and sophistication, with larger players like Escapology leading the charge by investing in high-quality game development and expanding their franchise model worldwide.

To learn more about Escapology or to get in touch with Burton, visit escapology.com. Burton can be reached directly at burton.heiss@escapology.com.

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This episode of AttractionPros is brought to you by our friend Eric Fluet at Get it Done Marketing. With 30 years of experience in the attractions industry, Get it Done Marketing offers freelance marketing insight, strategy, and execution—at a fraction of the cost of a full-time hire. Partnering with over 30 parks and resorts from family water parks to large multi-location organizations, Get it Done Marketing fills leadership voids on property and corporate marketing teams, assists with resource allocation and supports emerging marketing professionals. Learn more at getitdonemarketing.com.

Anne Shimerdla is the CEO of Blank Park Zoo in Des Moines, Iowa. Her career began with an internship at the zoo nearly three decades ago, leading her through various roles in education, operations, and HR before stepping into her current leadership position. Blank Park Zoo is a 30-acre, AZA-accredited nonprofit zoo that engages approximately 500,000 guests annually and is driven by a mission centered on conservation, education, research, and recreation. In this interview, Anne talks about balancing recreation with education, animal welfare standards, and who she believes is the least important person at the zoo.

Balancing Recreation with Education“We cannot do our mission without the attractions component.”

Anne explains that the zoo’s mission—to foster conservation, education, and research—is intrinsically linked to its ability to attract and engage visitors. She emphasizes the importance of balancing the business and ecological aspects of the organization, drawing on her background in both ecology and business administration. By making the guest experience enjoyable and memorable, the zoo creates a pathway for people to connect with its mission. From offering unique experiences like feeding giraffes to developing inclusive programming and exhibits, Blank Park Zoo aims to captivate diverse audiences and deepen their appreciation for animals and conservation.

This dual focus means the zoo must cater to both the physical and intellectual needs of guests. Whether it’s interactive exhibits, educational signage, keeper chats, or social media storytelling, every touchpoint is designed to spark curiosity and inspire conservation action. Anne notes that engaging experiences are critical not only for education but also for generating the revenue necessary to support animal care and the zoo's long-term sustainability.

Animal Welfare Standards“The emphasis on animal welfare has really evolved… not only are we meeting the physical needs of the animal, but really focusing on that social and mental need.”

Anne highlights the zoo’s commitment to the comprehensive well-being of its 3,000 animals. Over the past two decades, animal care has shifted from simply meeting physical needs to also prioritizing mental and emotional welfare. For example, the zoo carefully considers whether animals are social or solitary, and designs habitats and routines to reflect natural behaviors. Staff members conduct daily observations and periodic welfare assessments that include input from zookeepers, veterinarians, educators, and guest services.

She also addresses a common challenge: public misinterpretations of animal behavior. For instance, lions naturally sleep up to 20 hours a day, a fact that may be misunderstood by guests as boredom or poor welfare. To combat these assumptions, the zoo uses multiple educational tools—from signage to social media to personal interaction—to convey accurate information and promote transparency. Anne sees social media as a particularly powerful tool that serves both marketing and education purposes, helping demystify zoo operations and engage guests before, during, and after their visit.

The Least Important Person“I firmly believe I am the least important person here.”

Anne’s leadership philosophy is rooted in humility and a deep respect for her team. Despite her title, she views her role as one of support and barrier removal, rather than command. She emphasizes that it’s the educators, zookeepers, and guest service staff—those on the front lines—who are the most essential to delivering the zoo’s mission. Her goal is to empower staff by encouraging innovation, supporting new ideas, and fostering a collaborative environment.

This mindset was especially impactful during the challenges of 2020, when the zoo faced closures and operational shifts due to the pandemic. Anne leaned into flexibility and teamwork, reallocating staff to care for animals and maintain operations. Her approach ensured that morale stayed high and the zoo continued to serve the community—even turning parking lots into drive-through experiences and launching virtual programming. Anne's ability to lead with empathy and curiosity has made a lasting impact on Blank Park Zoo’s culture and resilience.

To learn more about Blank Park Zoo, visit BlankParkZoo.com or follow them on Facebook, Instagram, or YouTube. For direct inquiries, you can reach out through the zoo’s social media channels or the contact information provided on their website.

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Employee recognition programs are essential for fostering motivation and engagement in the workplace. However, many attractions struggle to design programs that are sustainable, meaningful, and relevant to their employees. A poorly structured recognition program can lead to confusion, disengagement, and even demotivation. In this episode, Matt and Josh talk about the key components of an effective employee recognition program and share insights on how to make it valuable, scalable, and engaging for team members.

Authenticity in Recognition"A recognition program can spark motivation, but it should be something that team members naturally want to perform the actions for, regardless of the reward."

A successful recognition program must be authentic. If employees feel like they are being rewarded for actions they would have taken anyway, the program enhances intrinsic motivation rather than feeling like a transactional exchange. Leaders should ensure that recognition feels genuine and aligns with the company’s core values.

Keeping it Simple and Relevant"Too often, companies get carried away with layering in additional complexity, making it harder for employees to adopt and understand."

A recognition program should be intuitive and easy to understand. When companies overcomplicate incentives with excessive criteria, rules, or unnecessary gamification, employees can lose sight of what they are working toward. Matt and Josh emphasize the importance of designing a straightforward program that reinforces behaviors that leadership wants to encourage while ensuring its relevance to different roles within the organization.

Making Recognition Valuable and Scalable"The success of your recognition program should not mean an ever-growing expense."

A well-designed program does not have to come with a high price tag. Many successful recognition programs involve low-cost yet high-value rewards, such as choosing break times, getting priority in scheduling, or personalized notes from leadership. By thinking creatively, companies can make their programs both meaningful and financially sustainable.

Recognition Should Be Flexible and Tailored"We hear often that recognition should be public and coaching should be private, but public recognition only works if the team member is comfortable with it."

Different employees appreciate recognition in different ways. Some prefer public acknowledgment, while others value a private thank-you. By understanding individual preferences, leaders can ensure that recognition resonates rather than feeling forced. Personalization is key to making employees feel seen and appreciated.

Employee Recognition Should Be Fun!"Your recognition program should be as fun as it is rewarding. Think about the energy of something like the Savannah Bananas and bring that excitement to your team."

Fun and engagement should be at the heart of any recognition program. Whether it’s through gamification, creative reward structures, or lighthearted competition, employees should enjoy participating. If recognition becomes a chore, its effectiveness diminishes.

Have you implemented a program that has worked well in your organization? Do you have insights into what makes recognition meaningful? Reach out on social media or email attractionpros@gmail.com to join the conversation!

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Where will the attractions industry go next? Find out at IAAPA North America Summit, March 30 – April 1, 2025, at Disney’s Grand Californian Hotel. Join executives, innovators, and thought leaders to build connections, explore trends through exclusive EDUTours, and gain strategic insights to put into action tomorrow. This Summit offers a unique opportunity to learn and grow alongside the industry’s best. Don’t miss the chance to shape the future of the attractions industry. Register Today!

Training is an essential part of employee development, but a one-time session is rarely enough to ensure long-term success. Many organizations struggle with finding the balance between equipping employees with the knowledge they need upfront and reinforcing that learning over time. Without ongoing reinforcement, employees may struggle to retain information, lack confidence in their roles, and ultimately provide a subpar guest experience. In this episode, Matt and Josh talk about the importance of ongoing training and development, exploring how organizations can build confidence and competence over time to improve both employee performance and guest satisfaction.

The Most Important Part of Training"The way that they could take what they're learning and immediately see it through their lens and apply it directly to the specific aspects of their job duties... That's the most important part.”

Training is only effective if employees can connect it directly to their roles. The best training programs help team members understand the practical applications of what they’re learning, ensuring they can implement new knowledge in real-world situations.

The Importance of Ongoing Learning"The learning doesn’t stop just because the training does."

Employees absorb and process information at different rates. Some may excel with a single training session, while others need repeated reinforcement. Instead of relying on one-time training events, organizations should adopt a continuous learning model that provides opportunities for employees to practice, fail, and improve over time.

Balancing Immediate Performance Needs with Long-Term Growth"We need you to have the standard that we expect from you. Therefore, the bandwidth to fail maybe tightens a little bit."

Organizations must balance the necessity of immediate performance with the reality that true skill development takes time. Investing in early training while implementing ongoing reinforcement helps employees develop without compromising the guest experience.

The Know-Feel-Do Framework"What do you want them to know? How do you want them to feel? And what do you want them to do?"

The Know-Feel-Do framework provides a structured approach to training:

Know – What key information should employees retain?
Feel – How should they emotionally connect to the training?
Do – What actions should they take after the training?

By incorporating all three elements, organizations can ensure training is engaging, relevant, and actionable.

Reinforcement Through Daily Operations"If you're not the one leading the charge in terms of training, employees will learn from someone else – and you might not like the outcome."

Training shouldn’t exist in isolation. Organizations can integrate learning into daily operations by:

Holding structured pre-shift meetings with quick training refreshers.
Providing real-time coaching and feedback.
Using guest interactions and real-life scenarios to reinforce learning.

Encouraging a Culture of Learning"People want to learn more. They want to continue to be challenged."

Creating an environment where learning is continuous fosters engagement and retention. Employees who feel supported in their development are more likely to stay motivated and committed to delivering high-quality service.

What strategies does your organization use for ongoing employee training? Share your thoughts with us!

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Allen Greene is the Senior Design Director at Ark Encounter and the Creation Museum. With a background in theme park design and experience working at Kings Island and with firms like Jack Rouse Associates, Allen brings a wealth of expertise in immersive storytelling and attraction development. The Ark Encounter, a life-size recreation of Noah’s Ark in Williamstown, Kentucky, and the Creation Museum, located 45 minutes away, are part of Answers in Genesis, an organization dedicated to faith-based educational experiences. In this interview, Allen talks about building the ark, designing through the lens of the guest, and faith-based attractions.

Building the Ark“It was a unique goal for our team to try to recreate as real as possible Noah’s Ark, but also in such a way that it’s a themed experience that anybody can walk into.”

Constructing the Ark Encounter was a massive undertaking that combined biblical history with modern building techniques. The Ark itself is the largest timber-frame structure in the world, standing at 510 feet long, 85 feet wide, and 51 feet tall. Allen describes the meticulous planning process, including consulting with shipbuilding experts and using standing-dead Engelmann spruce harvested from Utah. The project required a balance between authenticity and modern guest expectations, incorporating accessibility features such as elevators and ramps while maintaining the look and feel of an ancient ship. The design team worked in parallel with fabricators to build immersive exhibits inside the Ark, ensuring that guests could engage with the story of Noah in a meaningful way.

Designing Through the Lens of the Guest“Having a frontline exposure, and seeing what guests naturally do, the questions they ask, the desires they have, that comes into the designs that we think about every day.”

Allen’s early career in ride operations at Kings Island helped shape his approach to attraction design, giving him first hand insight into guest behavior and operational challenges. This experience influences his design philosophy at Ark Encounter, where guest flow and storytelling are seamlessly integrated. The Ark’s three decks follow a structured narrative—preparing for the flood, life on the Ark, and life after the flood—providing a mix of immersive sets, historical exhibits, and interactive displays. Balancing thematic integrity with practical functionality, the team ensures that guests not only experience the story but also navigate the attraction comfortably. By continuously evaluating guest feedback and operational pain points, the team refines exhibits and pathways to enhance the visitor experience.

Faith-Based Attractions“What we’re trying to create is more than just a fun day at a park. It’s more than just escapism. We want people to experience an encounter, not just with the Ark, but with God.”

Faith-based attractions like Ark Encounter differ from traditional theme parks in that they strive to provide a deeper, more meaningful experience for visitors. Allen explains how their mission extends beyond a single visit, offering resources such as books, educational programs, and Vacation Bible School materials to help guests continue their journey at home. He also acknowledges the challenges of catering to a specific audience while maintaining an inclusive environment where all visitors, regardless of faith, feel welcome. The team aims to balance entertainment and education, using modern tools like virtual reality to bring biblical stories to life in new and engaging ways. The demand for wholesome, family-friendly attractions continues to grow, and Ark Encounter seeks to meet that need by providing a space where guests can both enjoy and reflect.

For more information about the Ark Encounter, the Creation Museum, and upcoming events like Spark at the Ark, visit arkencounter.com, creationmuseum.org, or answersingenesis.org. You can also connect with Allen on LinkedIn.

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Tony Sanders is the General Manager of Old Tucson. With a career spanning multiple operators in the attractions industry, including Six Flags, Merlin, and Fun Spot, Tony has held leadership roles in operations, HR, and revenue management. Old Tucson, a unique combination of a working movie studio and an immersive Wild West attraction, has a deep-rooted history in the film industry and a strong connection to the local community. In this interview, Tony talks about Wild West entertainment, immersion without technology, and the 4 P’s of leadership.

Wild West Entertainment“We call ourselves a Wild West entertainment park because most of the attractions that you will see or experience are live entertainment-based.”

Old Tucson is unlike traditional amusement parks, as its core experience is centered around live entertainment rather than rides. Guests are immersed in a true Western setting with gunfight stunt shows, can-can performances in the Grand Palace Saloon, and interactive experiences. Tony describes how the park’s authenticity is enhanced by horse-drawn wagons, period characters, and even livestock roaming the dirt streets, bringing the Old West to life in a way that is both theatrical and historically rooted. This unique entertainment model makes Old Tucson stand out from traditional theme parks, offering an experience that feels like stepping onto the set of a classic Western film.

Immersion without Technology“We have a thing called road apples here. That’s where the animals who walk leave a little something on the road as they go by. That’s immersive. You’re going to smell it. You’re going to see it.”

Unlike many modern attractions that rely on screens and digital elements to create immersive experiences, Old Tucson relies entirely on its physical environment. Tony explains that the goal is to make guests feel like they’ve stepped back in time, using sensory immersion rather than technology. The sights, sounds, and even smells of the Old West contribute to a level of authenticity that can’t be replicated with virtual reality or augmented reality. Characters roam the park engaging with guests, forming relationships before they even step into a live show. The emotional connection is so strong that when a beloved character meets their fictional demise in a performance, audience members audibly react, proving that true immersion is about storytelling, not screens.

The 4 P’s of Leadership“If I live these four P’s, I’m trying to believe in this philosophy for my team.”

Tony describes his leadership philosophy through the 4 P’s:

Professionalism – Treating guests, employees, and vendors with respect and maintaining a high standard of conduct.
Proactive – Anticipating challenges before they arise and instilling a mindset of forward-thinking in his team.
Positivity – Keeping an optimistic outlook and encouraging the same in others, even during difficult times.
Passion – Leading with enthusiasm and sharing a love for the industry that inspires his team.

Tony emphasizes that leadership is not just about giving direction but about building trust. He believes in strong, honest communication and encourages his team to voice concerns directly to him. He also conducts “proactive Tony walks,” where he challenges his team to identify areas for improvement in the park, helping them develop an instinct for anticipating and solving problems before they escalate.

For those who want to learn more about Old Tucson, visit oldtucson.com or follow them on social media. Tony can be contacted via LinkedIn for industry discussions and networking.

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Mark Moore is the Vice President and General Manager of Gulf Islands Waterpark in Gulfport, Mississippi. With nearly 30 years of experience in the water park industry, Mark started his career as a lifeguard and has since played a pivotal role in developing operational efficiencies and guest experience strategies. Gulf Islands Water Park, which opened just weeks before Hurricane Katrina in 2005, has grown into a regional attraction, drawing visitors from across the Gulf Coast. In this interview, Mark talks about cabanas as daytime hotels, balancing demand with dynamic pricing, and free soft drinks.

Cabanas as Daytime Hotels

“I said to a friend who operates a park with over 100 cabanas, ‘So you’re a daytime hotel,’ and he kind of cocked his head at me and said, ‘I never thought about it that way.’”

Mark shared an insightful perspective on the role cabanas play in the water park experience. He compared them to hotel rooms, emphasizing how guests use them as a home base for relaxation, much like a hotel stay. The average length of a hotel stay, when excluding sleeping hours, is similar to the average duration of a visit to a water park—around four to five hours. With this in mind, Gulf Islands Water Park has considered adding amenities typically found in hotels, such as towels, cushioned seating, and concierge-style service, to elevate the cabana experience. Recognizing cabanas as more than just an upcharge but rather a premium hospitality experience has allowed them to enhance guest satisfaction and increase demand for these spaces.

Balancing Demand with Dynamic Pricing

“It took about two years to convince ownership, but once we did, we saw our weekday attendance grow by 8 to 10%, while peak weekend crowds eased up by about 2 to 3%.”

Mark discussed the journey of implementing dynamic pricing at Gulf Islands Water Park, a process inspired by his experience in hotel management. The idea was initially met with hesitation, but after demonstrating how businesses across various industries use demand-based pricing to influence consumer behavior, ownership came on board. The result has been a more evenly distributed attendance pattern, reducing strain on peak days while incentivizing visits on traditionally slower weekdays. The messaging around dynamic pricing has been carefully framed to highlight guest value—focusing on the savings of visiting during less crowded periods rather than the higher cost of peak days. Over time, guests have embraced the model, with many now purchasing tickets in advance to secure the best possible rate.

Free Soft Drinks

“We had done everything we could to speed up our food service, but then we realized the biggest bottleneck was people deciding on drinks. Offering free soft drinks eliminated that completely.”

Inspired by Holiday World’s long-standing free soft drink program, Gulf Islands Water Park introduced complimentary fountain drinks as a way to improve efficiency and enhance guest experience. The results were immediate—food and beverage revenue increased by 20% in the first year, and the overall guest experience improved as wait times at food stands significantly decreased. Instead of bottlenecks forming as guests debated drink choices, they now receive their food quickly and grab a drink at self-serve stations. While there were initial operational challenges, such as managing cup waste, the overall benefits far outweighed the drawbacks. The move has been a major marketing win, with guests frequently citing free drinks as a key perk of visiting the park.

Gulf Islands Water Park continues to evolve by embracing innovative operational strategies and guest-centric enhancements. To learn more about the park, visit gulfislandswaterpark.com. Mark Moore can be reached via email at mark@gulfislandswaterpark.com or by phone at 228-297-6972.

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Shawn Whitman is the Vice President of Membership and Guest Experience at Zoo Atlanta. With a background in exercise physiology, Shawn's career journey took him from the fitness industry to the world of zoos and aquariums, where he now oversees membership, admissions, rides, guest experience, and more. His role is crucial in ensuring that Zoo Atlanta provides an engaging and educational experience while fostering strong connections with guests and members. In this interview, Shawn talks about saying yes to everything, exercising guest experience muscles, and looking through the lens of the guest.

Saying Yes to Everything"When I was newer in my career, I was just so eager to learn anything and everything that I could."

Shawn attributes much of his career growth to his willingness to say yes to new opportunities. From his early days at the YMCA, where he took on multiple roles, to his expansion of responsibilities at Zoo Atlanta, Shawn's mindset of embracing new challenges has led to tremendous professional development. He believes that saying yes opens doors to learning, collaboration, and career advancement. Even when opportunities pushed him outside his comfort zone, his openness to new experiences helped him build expertise across various departments. This philosophy has also shaped his approach to leadership, where he encourages his team to be adaptable and open to growth.

Exercising Guest Experience Muscles"Just like with exercise, you have to be consistent in your approach to guest experience, continually refining and improving."

Drawing from his background in exercise physiology, Shawn makes a compelling connection between fitness and guest experience. Just as muscles need to be trained consistently to stay strong, organizations must continuously refine their guest experience strategies. At Zoo Atlanta, guest feedback is reviewed regularly to identify opportunities for improvement. Shawn emphasizes the importance of tracking patterns in visitor feedback, much like tracking fitness progress, and adjusting strategies accordingly. Whether it's enhancing signage, improving wayfinding, or refining service training, his approach ensures that the guest experience remains dynamic and evolving.

Looking Through the Lens of the Guest"I visit the zoo in incognito mode to see it exactly as a guest does."

Shawn makes a habit of walking through Zoo Atlanta as an ordinary visitor, removing his name tag and observing interactions firsthand. This approach allows him to see potential pain points in the guest journey and make necessary adjustments. Whether it's noticing which areas guests tend to overlook, observing how they navigate the park, or hearing their feedback in an unfiltered way, this strategy provides invaluable insights. He also emphasizes the importance of knowing when to engage with guests and when to step back, ensuring that their experience is both immersive and uninterrupted.

Shawn encourages his team to adopt this mindset, ensuring that every decision made prioritizes the visitor’s perspective. By aligning guest experience improvements with the zoo’s mission, his team fosters stronger connections between visitors and conservation efforts.

Shawn can be reached on LinkedIn. To learn more about Zoo Atlanta and its initiatives, visit zooatlanta.org or follow them on social media for updates on events, conservation efforts, and guest experiences.

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Frank Nunez is the President of FrankNDesign. With a background in architecture and a passion for leveraging technology in design, Frank transitioned from traditional architecture to themed entertainment. His company, FrankNDesign, specializes in integrating digital modeling into themed design, helping to bridge the gap between creative vision and practical implementation. In this interview, Frank talks about themed design software, identifying issues before construction, and jillyfraz.

Themed Design Software"Revit was going to be an arranged marriage. Either I was miserable my whole life, or I fell in love and enjoyed the arranged marriage after all."

Frank discussed the evolution of architectural software and how the themed entertainment industry was lagging behind other fields in digital integration. He recognized that while video game designers and filmmakers had advanced tools to create immersive environments, architecture was still relying on rudimentary CAD systems. This led him to explore ways to bring digital intelligence into design, ultimately resulting in FrankNDesign’s approach to using Revit for themed entertainment. By translating creative visions into 3D architectural models, FrankNDesign helps designers and architects collaborate more efficiently while maintaining artistic integrity.

Identifying Issues Before Construction"Everybody knows that it's a lot cheaper to change it digitally by moving a mouse than it is by cutting a piece of rock work in the field."

A major benefit of FrankNDesign’s approach is the ability to identify potential clashes between themed elements and structural necessities before construction begins. By working directly within Revit, their models coexist with architectural designs, allowing designers to foresee problems such as ventilation placement, exit sign visibility, and rockwork integration. Frank emphasized how this process prevents costly and time-consuming field modifications by resolving these conflicts in a digital space first. The result is a more seamless, immersive environment that aligns with both guest expectations and operational needs.

Jillyfraz"Our rock work, our jillyfraz, the pretty stuff that makes the— we are in charge of everything the guest sees."

Frank introduced the term "jillyfraz" to describe the intricate themed elements that make up the visual storytelling of an environment. These are the immersive details—rockwork, signage, facades—that transport guests into another world. His team specializes in ensuring that these elements are both aesthetically accurate and structurally feasible, blending creativity with technical precision. By refining the details before construction begins, FrankNDesign helps maintain the integrity of themed experiences while ensuring practical functionality behind the scenes.

For those interested in learning more about FrankenDesign or getting in touch with Frank, visithttps://frankndesign.com. The company is also active on Instagram, LinkedIn, Facebook, and Twitter. Frank encourages industry professionals to reach out via their website’s contact page or at info@frankendesign.com.

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Brian Kilpatrick is the Chief Operating Officer of Trinity Park Conservancy. With nearly four decades of experience in the attractions and hospitality industry, Brian has built a career that spans multiple disciplines, including food and beverage, retail, finance, and operations. His journey began at SeaWorld, where he spent 35 years, and later took him to leadership roles at Anakeesta and the Artis—Naples performing arts center. Now, at Trinity Park Conservancy, he is focused on creating accessible and sustainable green spaces for the Dallas community. In this interview, Brian talks about building green space intentionally, being a good listener, and getting to know the community.

Building Green Space Intentionally"We are building Dallas’s Central Park."

Trinity Park Conservancy’s mission is to transform the Trinity River into a connected and accessible green space for the Dallas community. Brian emphasizes the importance of designing Harold Simmons Park with clear intent, ensuring it serves as more than just a recreational area—it’s a space for nature, conservation, and community gathering. The project spans 250 acres and is designed to unite Dallas through a series of scenic overlooks, improved pedestrian access, and a deep focus on sustainability. Drawing from his theme park background, Brian applies best practices in operational planning to ensure the park remains well-maintained and inviting for years to come.

Being a Good Listener"I've learned over the years, and again, I think it's evolved into my style today, that you really have to be inclusive of what you're going to use from a knowledge base and experience base to make a decision."

Throughout his career, Brian has adapted his leadership style to focus on active listening and inclusivity. Early in his career, he admits to being more assertive, but over time, he realized the power of truly understanding the perspectives of others before making decisions. At Trinity Park Conservancy, listening plays a central role in ensuring the project aligns with community needs. Whether it’s gathering feedback from stakeholders or engaging in conversations with local residents, Brian stresses the importance of hearing different viewpoints to create a space that reflects the desires of those it serves. His ability to synthesize insights from various sources, including community members and industry peers, has been instrumental in shaping the vision for Harold Simmons Park.

Getting to Know the Community"I can tell you without a doubt, if I walked you through the park plan today, the elements of the park are what the community told us they wanted."

Brian recognizes that for Trinity Park Conservancy to be successful, it must reflect the unique needs of the people it serves. Understanding the historical and socioeconomic landscape of Dallas, he and his team have taken a grassroots approach to community engagement. By meeting with residents, attending local board meetings, and walking the grounds himself, Brian has built connections that help inform the park’s development. The Conservancy’s commitment to listening to the community has led to a park design that directly incorporates their input, ensuring it fosters inclusivity and unity. Brian’s leadership ensures that Harold Simmons Park is not just a project but a shared vision with the people of Dallas.

Brian Kilpatrick can be reached via LinkedIn or by email at Brian.Kilpatrick@TPCDallas.org. To learn more about Trinity Park Conservancy and the development of Harold Simmons Park, visit www.TPCDallas.org.

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This episode is brought to you by New Vue. New Vue is a team of attractions experts providing an ‘all-in-one’ reporting suite for attractions businesses. Their reporting solution empowers attraction leaders to make well-informed decisions, based on real-time data. New Vue also build slick websites that elevate your digital guest experience and provide strategic support to help you with booking systems and all of your IT needs.

Clara Rice is the Director of Global Marketing at Adirondack Studios. With a career spanning over 17 years in the attractions industry, Clara has worn multiple hats, from theater management to marketing leadership, and has a passion for storytelling and cultural attractions. Adirondack Studios is a renowned design and fabrication company that has been bringing creative visions to life for 50 years. In this interview, Clara talks about your workplace vs. your worth place, the importance of transparency, and building marketing from scratch.

Your Workplace vs. Your Worth Place"Make sure you're separating your professional goals from your personal goals."

Clara shares this key piece of advice from her father, emphasizing the importance of distinguishing between your identity within your workplace and your personal worth. She notes how easy it is to tether one’s identity to the brand they work for, potentially losing sight of personal aspirations. Clara also highlighted her LinkedIn posts, where she dives into these topics, helping others find clarity and purpose in their careers. By maintaining a balance, she believes people can better define their individual goals while thriving professionally.

The Importance of Transparency"I am very honest, and that comes from the fact that I have benefited from the honesty of others."

Clara discussed how sharing personal stories, especially about her sobriety and mental health journey, has inspired her professional connections and LinkedIn audience. Her openness has fostered trust and motivated others to reach out with their own struggles, creating meaningful conversations around vulnerability and wellness. Clara's candor extends to her involvement with the TEA Wellness Council, which focuses on preventing burnout and creating thriving workplace communities.

Building Marketing from Scratch"Being a best-kept secret is probably not the best growth strategy for the next 50 years."

Clara recounted her journey at Adirondack Studios as their first-ever Director of Global Marketing, a role that she created from the ground up. Her "Make a Scene" campaign became a transformative initiative, celebrating the company’s talent and empowering all 300 employees to feel part of the brand’s story. From developing recruiting tools to engaging content, Clara detailed how she built a marketing department that not only showcased Adirondack's capabilities but also fostered a collaborative culture across its global locations.

To learn more about Adirondack Studios, visit wemakeascene.com. Clara can be reached directly via LinkedIn for further insights into her work and the company.

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Jim Futrell is the Historian for the National Amusement Park Historical Association and IAAPA. With over 40 years of experience researching and preserving amusement park history, Jim has authored multiple books and articles on the subject and is recognized as a leading voice in the field. In this interview, Jim talks about amusement park history, putting context on history, and shared experiences across generations.

Amusement Park History“One of the first watershed moments in amusement park history was the 1893 World’s Columbian Exposition in Chicago. It gave birth to the modern amusement park industry.”

Jim discussed how the exposition introduced the Midway Plaisance, which became a blueprint for amusement parks worldwide. Attractions like the Ferris wheel captivated visitors, and the fair’s profitability from entertainment inspired park developers to embrace thrilling rides and immersive environments. Jim highlights key moments, such as the development of John Miller’s under-friction wheel in 1919, which revolutionized roller coaster safety and design. This innovation allowed coasters to evolve from scenic rides to thrilling centerpieces of amusement parks. According to Jim, these milestones laid the foundation for the resilient and ever-evolving amusement park industry we know today.

Putting Context on History“Being a true historian isn’t just memorizing facts—it’s about contextualizing them within a broader framework.”

Jim emphasized how understanding historical context deepens our appreciation of amusement parks. For instance, he explored how global events like World War I and II transformed the industry. After World War II, the rise of suburbanization and interstate highways shifted parks from urban centers to sprawling suburban attractions, such as Disneyland. He also shared examples of how past myths about the industry, such as Disney's alleged detachment from IAAPA or the history of Blackpool Pleasure Beach’s membership, were debunked through diligent research. For Jim, the essence of amusement park history lies in connecting these moments to broader societal changes.

Shared Experiences Across Generations“Amusement parks are one of the few places where you can share the same experience across generations.”

Jim passionately described how amusement parks enable families to create multi-generational memories. He shared a personal story about how his family has ridden Kings Island’s carousel for six generations, underscoring the industry’s ability to preserve nostalgia while remaining relevant to new audiences. Jim noted that balancing tradition with innovation is critical for parks. They must honor iconic attractions while introducing new experiences that resonate with modern guests. For example, parks like Knoebels and Kennywood have thrived by preserving their history and making forward-thinking investments.

Jim Futrell’s dedication to preserving amusement park history offers valuable insights into how the industry’s past shapes its future. To connect with Jim directly, you can reach him on LinkedIn or Facebook. To learn more about the National Amusement Park Historical Association and IAAPA, visit their websites.

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This is episode is brought to you by New Vue. New Vue is a team of attractions experts providing an ‘all-in-one’ reporting suite for attractions businesses. Their reporting solution empowers attraction leaders to make well-informed decisions, based on real-time data. New Vue also build slick websites that elevate your digital guest experience and provide strategic support to help you with booking systems and all of your IT needs.

Kyle Allison is the Owner of Altitude 1291 and Director of Fun at Allison’s Fun Incorporated. Raised in a family of entrepreneurs, Kyle grew up immersed in the hospitality industry, contributing to his passion for small businesses and community-focused ventures. From inflatable rentals to family entertainment centers and even children’s haircut franchises, Kyle’s career has been defined by innovative approaches to customer experiences. In this interview, Kyle discusses haircuts and hospitality, overcoming staffing challenges, and serving the community.

Haircuts and Hospitality"It's about taking care of people. If mom's happy, the haircut doesn't even have to be perfect."

Kyle shares his unique venture into children’s haircut franchises and how it connects to his hospitality roots. Initially inspired by his own experiences as a parent, Kyle saw the opportunity to create a service-oriented environment for families. While haircuts may not seem connected to family entertainment centers at first glance, the emphasis on treating customers well ties both businesses together. He highlights how understanding customer needs and prioritizing exceptional service can transform any business into a hospitable experience.

Overcoming Staffing Challenges"It's not just about money. It's about creating an environment where people want to be."

Kyle addresses the labor challenges many businesses faced during and after the pandemic. From providing flexibility in scheduling to fostering a team-oriented culture, Kyle emphasizes the importance of building a workplace where employees feel valued. He describes how his hands-on leadership style—working alongside his team—creates a sense of camaraderie and trust. By focusing on employee satisfaction and training, Kyle ensures his team delivers exceptional guest experiences while maintaining operational efficiency.

Serving the Community"Nothing is more rewarding than giving back to the town that raised you."

Beyond his businesses, Kyle has made significant contributions to his community. From serving on the Norman City Council to participating in the IAAPA Government Affairs Committee, he has leveraged his leadership to advocate for the attractions industry. Kyle discusses how these roles have informed his business strategies, particularly in areas like economic development and community engagement. His dedication to civic involvement reflects his commitment to building strong connections between businesses and their communities.

To learn more about Kyle’s businesses, visit Altitude1291.com and AllisonsFunInc.com. Kyle can also be reached via email at kyle@allisonsfuninc.com, or connect with him on Facebook and LinkedIn.

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The future of fun begins at IAAPA FEC Summit, January 19–21, 2025, in New Orleans, Louisiana. Join FEC and LBE professionals for an immersive experience packed with strategic insights, networking, and behind-the-scenes EDUTours of unique local facilities. Learn how to make your FEC stand out a crowded market and explore the latest trends designed to elevate your business. Build valuable connections and leave inspired with actionable strategies for success. Secure your spot today!

Richard Pretlow is the Park President of Morgan's Wonderland in San Antonio, Texas. With a background in theme park management that spans Six Flags, SeaWorld, and Crayola, Richard brought his expertise to Morgan's Wonderland in 2023. Known for being the world’s first ultra-accessible theme park, Morgan's Wonderland creates a space where everyone, regardless of ability, can enjoy the magic of theme parks. In this interview, Richard talks about solving complex problems beautifully, ultra accessibility, and shifting mindsets.

Solving Complex Problems Beautifully

"In architecture, you combine the beauty of art with the science of engineering. Here, we solve complex problems beautifully for our guests and team members alike."

Richard’s background in architecture shaped his ability to approach problems with creativity and practicality. At Morgan’s Wonderland, this approach manifests in seamless solutions for accessibility challenges that preserve the guest experience. Whether it’s redesigning a ride’s layout or addressing operational hurdles, Richard emphasizes the importance of learning directly from frontline team members. By understanding the root causes of issues and collaborating with his staff, Morgan’s Wonderland crafts solutions that prioritize inclusivity while maintaining operational excellence.

Ultra Accessibility"Ultra accessibility means nobody is separated from their mobility or life-support devices."

Richard shared the unique commitment Morgan’s Wonderland has made to create a truly inclusive environment. Unlike typical accessibility accommodations, ultra-accessible rides allow guests to remain in their wheelchairs or bring essential devices on attractions, ensuring no one feels separated from their mobility aids. From flat-surface carousels to harnesses designed for torso stability, every detail is considered. This philosophy extends beyond rides, with accessible retail spaces and policies like allowing outside food for guests with special dietary needs.

Shifting Mindsets"The mindset here is to say ‘yes’ instead of ‘no.’ We look for ways to make the impossible possible."

Richard highlighted how Morgan's Wonderland challenges industry norms by rethinking what’s possible for both guests and employees. For example, the park employs individuals with disabilities in a range of roles, including positions previously considered unsuitable. A visually impaired ride operator exemplifies this shift, leveraging heightened sensory awareness to manage operations with precision. This inclusive mindset not only enriches the guest experience but also serves as a model for other parks to expand opportunities for individuals with diverse abilities.

Richard Pretlow’s leadership at Morgan's Wonderland exemplifies how shifting mindsets and solving problems creatively can lead to groundbreaking inclusivity.

To learn more about Morgan’s Wonderland, visit morganswonderland.org. For insights into the park’s broader initiatives, visit morgans.org. You can also connect with Richard directly through the park’s contact page.

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One of the biggest struggles that attractions face is service recovery and complaint resolution. To address this, Josh is excited to release a new online course called Service Recovery Hero, which allows attraction operators to streamline the service recovery process and use guest complaints to grow the business. Designed for the attractions industry, the course offers actionable strategies to handle complaints, empower employees, and turn service failures into opportunities for growth. In this episode, Matt and Josh delve into the nuances of service recovery, showing how it should be treated as a necessary component of any business strategy.

Guests Aren’t Complaining Enough"Less than 4% of people who have an issue are actually going to speak up about it."

Guest feedback provides a wealth of insights, but the majority of dissatisfied guests remain silent. To get more complaints, embrace the four key pillars for collecting guest feedback: onsite channels, post-visit surveys, mystery shops, and public reviews. These pillars ensure businesses capture and act on valuable information to improve the guest experience proactively.

Train Your Staff for Complaint Resolution"The LAST model stands for Listen, Apologize, Solve, and Thank."

One cornerstone of service recovery is the LAST model, a structured approach to handling complaints. Training staff in this model equips them to navigate difficult conversations and resolve issues effectively. By emphasizing empathy and empowerment, this framework minimizes disruptions and enhances guest satisfaction.

Empower Team Members with Recovery Tools"There is so much you have to offer that has high value to guests but low cost to your business."

When you implement a robust recovery toolbox, you enable team members to resolve complaints without managerial escalation. By offering high-value, low-cost solutions—like complimentary tickets or experiential compensation—teams can address issues swiftly and achieve higher levels of guest satisfaction.

The Importance of Documentation"Documenting recovery efforts helps track trends, coach team members, and prevent abuse."

Documentation is essential for managing service recovery effectively. It allows businesses to identify repeat offenders and ensure recovery measures are applied judiciously. This systematic approach also helps refine operational strategies based on aggregated feedback.

Handling Public Reviews and Online Feedback"Your response to a review is not just for the reviewer but for everyone who reads it."

Public responses to negative reviews require tact and professionalism, along with validating the guest’s concerns and stresses further discussion offline. This approach not only addresses the reviewer’s issue but also demonstrates the organization’s commitment to service excellence to potential future guests.

Plan for the Worst"Even irate or unreasonable complaints can be addressed with a structured approach."

Part of your service recovery strategy is to prepare for worst-case scenarios, including obscure and aggressive complaints. Training staff to use conflict resolution strategies, while maintaining safety, ensures even the most challenging situations are managed effectively.

Grow Through Guest Feedback"The solution is not the opposite of the problem but solving for the perception behind it."

Guest feedback offers opportunities for continuous improvement. Aggregating data and addressing systemic issues can lead to long-term enhancements in operations. This iterative process ensures guest satisfaction remains a cornerstone of the business.

Service Recovery Hero is available now as a self-paced online course tailored for the attractions industry. Click here to access the course at a 20% discount. Elevate your guest experience strategy and become the hero your guests deserve!

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Are you ready for 2025? For the eighth year in a row, Matt and Josh host the AttractionPros “Resolutionary” episode, laying out goals and objectives for the following year. By sharing them with each other and publicly on the podcast, it ensures a high degree of accountability. This past year even included a mid-year resolutionary check-in in July that allowed Matt and Josh to share updates on how their resolutions were going. In this year’s Resolutionary episode, Matt and Josh reflect on their 2024 resolutions, and share their goals for 2025 as we head into the new year.

Matt’s ResolutionsIn 2024, Matt focused on three key resolutions. First, he aimed to expand Performance Optimist Consulting POC YOUniversity by incorporating new perspectives and expertise. While progress was made, Matt recognized the need for a new approach in 2025 to better engage and support the community. Second, he committed to improving his health following quadruple bypass surgery by maintaining a healthy diet, reducing portion sizes, and staying active, even during busy events like IAAPA. Finally, Matt resolved to share his personal story strategically, ensuring it created meaningful impact without dominating his narrative—a goal he achieved by thoughtfully incorporating it into his coaching and speaking engagements.

Looking ahead to 2025, Matt plans to embrace writing as a central focus, starting with his third book about middle management and revisiting his love for articles and blog posts. He also aims to rebuild the POC YOUniversity model into a more accessible format, emphasizing community through open sessions and masterminds. Moreover, Matt is dedicated to actively supporting leadership development and embracing bold, innovative ideas that push boundaries, reinforcing his belief in the value of creative risks.

Josh’s ResolutionsJosh also set ambitious goals for 2024. He focused on building long-term guest experience partnerships, making significant progress by expanding his consulting programs and fostering sustainable client relationships. He also worked to improve his public speaking skills, completing a stand-up comedy course at The Second City to integrate humor and storytelling into his presentations, earning enthusiastic feedback from audiences. Additionally, Josh planned to host more in-person events but, due to family commitments, limited these efforts to one successful meetup. He remains committed to hosting future events, including an AttractionPros Meetup at IAAPA Expo 2025.

Josh’s resolutions for 2025 are centered on growth, following a year of stabilization in 2024. He plans to expand his consulting business sustainably, focusing on delivering measurable results for clients. To prepare for scalability in 2026, Josh is developing digital offerings like the “Service Recovery Hero” online course, which will allow broader access to his expertise. He also plans to establish a stronger industry presence by exhibiting at IAAPA Expo 2025.

For AttractionPros, the focus in 2025 will be on audience growth, engagement, and leveraging technology. Matt and Josh plan to refresh the podcast’s seven-year-old website to improve user experience and continue using AI tools for tasks like generating daily quotes and identifying impactful podcast clips. Engagement with listeners will also take center stage, with efforts to foster a more robust community through both digital platforms and potential in-person events.

Lastly, Josh and Matt express deep gratitude for the AttractionPros interns, Abby and Kristen, whose contributions are vital to the podcast’s success. Together, they remain committed to inspiring and connecting with the attractions industry in meaningful and innovative ways.

What are your goals for 2025? Let us know!

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Jim Howell is the President of Perky's Pizza. With decades of experience in the global pizza industry, Jim has had a storied career spanning Domino's, Brugger's Bagels, and even running pizza operations in Europe and the Caribbean. He now leads Perky's Pizza, a pioneer in non-traditional food service spaces like family entertainment centers (FECs) and resorts. With a commitment to quality and innovation, Jim’s expertise in ingredient sourcing, operational efficiency, and customer satisfaction has made him a leader in his field. In this interview, Jim talks about how pizza rules the world, not following the trends, and the importance of meeting everybody.

Pizza Rules the World"Pizza is the number one selling item in family entertainment centers, and nothing will replace it."

Jim’s passion for pizza is evident as he delves into why it dominates as the go-to food choice in FECs and beyond. He discusses the universal appeal of pizza, describing it as a versatile dish that’s familiar and accessible to guests of all ages. From thin crust to deep dish, Jim emphasizes that offering a dependable and delicious pizza experience is crucial to FEC success. Perky's Pizza focuses on maintaining high-quality standards while keeping operations simple and scalable. According to Jim, pizza isn't just a menu item—it's the backbone of FEC food programs, generating significant revenue and enhancing guest satisfaction.

Not Following the Trends"I hate trends because they’re not sustainable in family entertainment centers."

Jim cautions against chasing food trends, especially in the context of FECs. Drawing from decades of data, he argues that introducing trendy menu items like salads or gluten-free options often results in wasted resources, as these items rarely resonate with the core audience. Instead, Jim advises operators to focus on proven staples, particularly pizza, and to learn from larger chains like McDonald's, which invest heavily in research before launching new products. His philosophy is clear: stick with what works and avoid overcomplicating the menu with fleeting trends.

The Importance of Meeting Everybody"Good old-fashioned networking is key—you never know where opportunities might come from."

Jim shares anecdotes from his career to highlight the value of building and maintaining relationships. From his early days working in Europe to his current role at Perky’s Pizza, Jim has leveraged connections to create new opportunities and grow his business. At industry events like IAAPA, Jim emphasizes the importance of engaging with everyone, whether they’re prospective clients or industry peers. By staying visible and approachable, he ensures that Perky's Pizza remains top-of-mind for operators looking to enhance their food programs.

To learn more about Perky’s Pizza or to connect with Jim, visit PerkysPizza.com or call their office at 813-855-7700. Jim is also reachable directly on his cell at 813-382-6044. Whether you’re planning a new FEC or looking to upgrade your food service, Jim and his team are ready to help you create a successful pizza program.

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IAAPA Expo is the world’s largest gathering of professionals in the attractions industry, showcasing cutting-edge innovations, networking opportunities, and educational sessions that shape the future of location-based experiences. As long-time participants and advocates for the industry, Matt and Josh were actively involved in this year’s expo, including leading education sessions, along with hosting the highly successful AttractionPros Meetup, which brought together attendees from around the globe. In this episode, they reflect on their biggest takeaways from the Expo, highlighting lessons learned, the value of connections, and key trends shaping the attractions industry.

The Importance of NetworkingJosh and Matt emphasize how IAAPA fosters connections that can have long-term impacts. They share personal stories, including meeting mentees at Career Slam and having meaningful interactions during the AttractionPros Sunday Night Meetup, which exceeded attendance expectations and highlighted the sense of community within the industry.

Both Josh and Matt underscore the "compounding effect" of networking, describing how relationships formed years ago can evolve into significant opportunities, professionally and personally.

Adapting to ChangeJosh and Matt reflect on the importance of adaptability in both personal and professional contexts. They highlight how careers in the attractions industry often follow nonlinear paths, encouraging flexibility and openness to unexpected opportunities. Whether it’s exploring roles outside of one’s initial focus or seizing unplanned chances for growth, their advice emphasizes embracing change as a constant and transformative force in achieving long-term success.

Leadership and People Skills in a Tech-Driven WorldWhile the Expo showcased cutting-edge technology and innovation, Josh and Matt remind listeners that the industry remains fundamentally people-driven. Genuine connections, trust-building, and shared experiences remain irreplaceable.

Takeaways for Future IAAPA Attendees* Show Up: Simply being present and actively engaging can lead to transformative opportunities. * Embrace Crazy Ideas: Matt’s "random ate" dinner at Maggiano’s demonstrated how small, informal gatherings can create meaningful connections. * Focus on Passion: For mentees, the advice was clear: find what you’re drawn to, and pursue roles and companies aligned with your interests, even if the job title isn’t an exact match.

Impact and GratitudeLastly, one of the biggest takeaways that Matt and Josh had from this year’s expo was the impact that this podcast makes. Several people shared stories of episodes and interviews that impacted their career development and growth. Josh shared a touching story of a listener who found solace and motivation in the AttractionPros Podcast during cancer treatment.

We’d like to express our heartfelt thanks to the IAAPA team, the ambassadors, and everyone who contributed to making the Expo a success. We encourage listeners to share their own Expo takeaways and consider submitting ideas for educational sessions for IAAPA Expo 2025.

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David Rosenberg is the Executive Vice President, Growth and Experience, for SSA Ventures. SSA Ventures, a division of SSA Group, focuses on enhancing visitor experiences, integrating sustainability practices, and leveraging innovative technology to elevate attractions globally. SSA Group has over 90 partnerships with cultural attractions, zoos, aquariums, and theme parks, providing food and beverage, retail, and admissions solutions. In this interview, David talks about next-level hospitality, trends in sustainability, and a frictionless visitor experience.

Next Level Hospitality"452 Lyons Street was where hospitality came to life, where the front door was always open, food was always cooking, and the community came together in warmth and welcome."

David shared how this personal story, recounted by SSA's CEO, Sean McNicholas, became a metaphor for SSA’s hospitality ethos. “452 Hospitality,” as the concept is called, embodies the nostalgia and spirit of genuine connection. It inspires SSA’s modern strategies for guest engagement, emphasizing warmth, personalization, and innovation. David elaborated on how SSA consistently strives to exceed current hospitality standards, using his experiences at Monterey Bay Aquarium as an example of adapting to guests' expectations and continually raising the bar to meet future demands.

By identifying areas of friction and integrating cutting-edge practices, SSA ensures its partners offer more than just service—they create lasting impressions that align with both emotional connection and operational efficiency.

Trends in Sustainability"Sustainability isn't just about reducing waste; it’s about embedding it into the DNA of the organization and leveraging our scale to move the needle."

David highlighted SSA's leadership in sustainability, noting their partnerships with cultural attractions that prioritize environmental conservation. SSA's purchasing power plays a key role in driving sustainable practices, from eliminating plastic water bottles across operations to exploring kitchen electrification to reduce emissions.

He also emphasized aligning SSA’s sustainability efforts with the missions of their partners, such as zoos and aquariums. David shared how these collaborations amplify impact, making SSA a catalyst for positive environmental change. He pointed to examples like the widespread adoption of sustainable seafood practices initiated at the Monterey Bay Aquarium and scaled across SSA’s other venues. These initiatives showcase how SSA leverages its influence to meet and exceed the sustainability goals of its clients.

Frictionless Visitor Experience"From the moment someone decides to visit to the time they leave and beyond, the goal is to remove barriers and create seamless, memorable experiences."

David underscored the importance of eliminating friction in the guest journey. Drawing from his past experiences, he explained how integrating technology—such as touchless security screening and app-based navigation—has made visits smoother and more engaging. He emphasized that a frictionless experience isn't just about efficiency; it’s about ensuring visitors feel connected and valued throughout their journey.

SSA fosters a seamless blend between its staff and the institutions they serve, ensuring that visitors can’t distinguish between SSA employees and the venue's team. This integration extends to training, uniforms, and shared values, guaranteeing a consistent and unified experience. David highlighted how SSA's commitment to innovation, such as adopting podium-style service points, enhances visitor engagement and satisfaction.

To learn more about SSA Ventures, visit their website or connect with David Rosenberg on LinkedIn. SSA continues to redefine hospitality, sustainability, and visitor experiences, making every partnership a step toward a brighter, more innovative future.

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Mark Berlin is the Director of Operations at the USS Midway Museum in San Diego, CA. Mark's career journey began in tourism with Historic Tours of America as a tour guide for Old Town Trolley Tours in Boston. He climbed the ranks, eventually managing operations in San Diego and Washington, DC. His path later led to the museum industry, where he managed audio tours at iconic Smithsonian museums, and served as Guest Services Director at the Natural History Museum in San Diego. Since joining the Midway in 2006, Mark has been integral to its success and transformation. In this interview, Mark talks about unexpected fun, embracing the introverts, and how life is a field trip.

Unexpected Fun"Retired Navy personnel are a lot of fun, and they love sharing that fun with our guests on board."

Mark explained that many visitors to the USS Midway Museum are surprised to find the experience not only educational but also deeply enjoyable. The ship’s docents, many of whom are retired Navy personnel, bring their unique personalities and stories, injecting humor and enthusiasm into tours. Mark emphasized that creating this atmosphere of enjoyment is deeply rooted in the museum's culture. By balancing respect for the history of the Midway with engaging interactions, the museum staff delivers an unexpectedly fun experience for guests of all ages. This joyful spirit contributes to the Midway’s status as a top-rated attraction in San Diego.

Embracing the Introverts"I'm still a proud introvert, but I find myself in an extroverted role."

Reflecting on his own path from a quiet tour guide to a leadership role, Mark shared his commitment to supporting introverted team members. During hiring, he values candidates who may initially appear reserved but exhibit potential. He recalled a memorable hire—a quiet young woman determined to overcome her shyness. With support and opportunity, she blossomed into one of the Midway's best team members. Mark encourages introverted staff to find their voice, creating an inclusive culture where every personality type can thrive.

Life is a Field Trip"I only take jobs where I would have gone on a field trip as a kid."

Mark’s passion for experiential learning and immersive environments guides his work at the Midway. He recalled childhood field trips to historical sites and how these experiences ignited his interest in tourism and museums. Now, he strives to recreate that sense of awe and discovery for visitors. From engaging exhibits to interactive experiences with volunteers, Mark ensures that every guest’s visit to the Midway feels like a memorable field trip—one that educates and inspires in equal measure.

To learn more about the USS Midway Museum, visit midway.org. You can also reach Mark directly at mberlin@midway.org.

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TJ Christensen is the Founding Partner and CEO of BlueGator, a company dedicated to helping theme parks, zoos, aquariums, museums, and other attractions enhance their operations by leveraging Salesforce as a CRM and data integration platform. TJ’s journey into hospitality began as a Disney College Program participant working in parking at Disney MGM Studio (now Hollywood Studios), where he caught the “hospitality bug.” From there, he advanced through roles in sales, marketing, and guest experience at Disney, followed by a decade-long tenure at accesso, leading their sales operations and helping the company expand globally. BlueGator, co-founded with a former accesso colleague, focuses on bringing advanced data integration solutions to nonprofits and attractions, streamlining their guest and donor engagement processes. In this interview, TJ talks about wrestling with data, connecting the dots, and the four key metrics.

Wrestling with Data"You have to bring all the data that each one of those systems has, and you have to make sense of it and be able to use it."

TJ discusses the challenge of consolidating data from disconnected systems within attractions and nonprofits, where operations often rely on multiple, independent platforms like ticketing systems, point-of-sale systems, and fundraising tools. This lack of integration leads to "wrestling with data," requiring manual workarounds that are time-consuming and prone to errors. BlueGator’s approach centers on creating a unified platform using Salesforce, eliminating data silos and providing a comprehensive view of guest interactions and operations. By streamlining data, TJ’s team helps operators overcome the “spaghetti and spiderwebs” of traditional data integration, reducing friction and allowing them to better serve guests and meet organizational goals.

Connecting the Dots"It's not just about the ones and zeros. It's about the impact that experience can have on someone's trajectory in life."

For TJ, effective data integration goes beyond the technology itself—it’s about enhancing guest experiences and making meaningful connections. He emphasizes that whether it’s a visit to a museum, zoo, or aquarium, the interactions guests have can be life-changing, fostering lifelong passions or interests. BlueGator’s work involves linking disparate data streams—like ticketing and donor engagement systems—to present a holistic view of each visitor's journey. This integration allows attractions to personalize interactions, boost guest engagement, and foster deeper emotional connections. TJ draws from his background at Disney and accesso to illustrate how technology can support meaningful guest engagement without losing sight of the human impact.

The Four Key Metrics"Recency, frequency, duration, and spend—those are the four pillars or key metrics."

TJ introduces the framework of four key metrics—recency, frequency, duration, and spend—as a way to measure and optimize guest engagement. By focusing on how recently a guest visited, how often they return, how long they stay, and how much they spend, operators can build targeted strategies to maximize value and deepen relationships with their visitors. TJ explains that this structured approach allows attractions to understand and anticipate guest behavior, enabling tailored communications and offers that drive repeat visits and greater overall satisfaction. BlueGator applies this framework to create data-driven solutions that help operators achieve their business goals while keeping guests at the center of their mission.

For more information, you can reach TJ via email at tj.christensen@bluegator.com or connect with him on LinkedIn. Learn more about BlueGator at their website, where you can also submit a request for a meeting.

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Katy Enrique is the Director of Marketing and Sales at the City Museum in St. Louis, MO. With a career rooted in the attractions industry, Katy's background includes significant experience at Six Flags, where she worked her way up through guest relations, special events, and public relations before transitioning to her current role at City Museum. Known for its unique blend of art, architecture, and play, the City Museum offers an indescribable experience that has captivated both locals and tourists alike. In this interview, Katy talks about describing the indescribable, seeking uniqueness, and how marketing impacts everything.

Describing the Indescribable"When we moved here, everybody was like, 'Oh my gosh, your kids are at the perfect age to take them to City Museum.' And I'm like, 'What is that place?' And they were like, 'Nope, it can’t be described, just go.'”

Katy shares the challenge of conveying City Museum’s essence, explaining that the museum isn’t your typical museum. It’s a place where art and adventure collide, and visitors are invited to explore with knee pads and headlamps. Katy highlights that marketing the museum involves tapping into user-generated content and social media, where guests share their unique experiences. This helps potential visitors grasp what the museum offers, even though words and pictures often fall short of encapsulating its true essence.

Seeking Uniqueness"We started foundationally as an artist-built playground... it's an eclectic blend of many things from the city of St. Louis."

Katy delves into the museum's commitment to uniqueness, not only in its attractions but also in how it engages with both visitors and employees. She notes that everything in the museum is built from interesting or repurposed materials, creating an environment unlike any other. This philosophy extends to their recruitment efforts, where the museum markets itself as a fun and different place to work. Whether it's a unique slide made from reclaimed materials or hosting special adult-only events, City Museum thrives on offering something visitors and employees can't find anywhere else.

Marketing Impacts Everything"It’s critical that marketing is aligned with operations and events, and that we’re always connecting the dots to make sure things run smoothly."

Katy discusses the broad scope of marketing at City Museum, emphasizing that it goes far beyond traditional advertising. Marketing plays a role in shaping the guest experience, recruiting employees, and even coordinating with the operations team to ensure that events and daily activities run smoothly. Whether it's creating fun and engaging content for social media or collaborating with HR on recruitment campaigns, Katy highlights that marketing is at the core of the museum's success and integral to every department.

For more information about City Museum or to contact Katy Enrique directly, visit citymuseum.org or email her at kenrique@citymuseum.org.

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IAAPA Expo 2024 will be held at the Orange County Convention Center in Orlando, FL from November 18th to the 22nd. The expo’s trade show floor alone includes nine miles of aisles of exhibitors from every corner of the attractions industry - from ride manufacturers, ticketing software, games, retail, the latest in food and beverage options, and much more. When it comes to education, the expo packs a wide variety of sessions that cover topics from guest and employee experience, safety, security, revenue growth, and again… much more. The events, occurring throughout the days and evenings are excellent networking opportunities that also allow for the enjoyment of area attractions. Whether you’re a first-timer or a seasoned attendee, the expo can be overwhelming, given the sheer number of options for where to go and what to do.

For the last few years, AttractionPros has published a guide with tips and tricks, and this year, we collected submissions, tips and advice from our audience. In this episode, Matt and Josh share a handful of submissions received, as well as their own guidance to have a successful show, based on years of experience attending.

Download the full IAAPA Expo 2024 Thrival Guide here

And if you’ll be at the expo, join us at our AttractionPros Meetup! On Sunday, November 18th, we’ll be hosting an event at Ole Red at Icon Park from 6:00pm to 8:00pm. Drinks and appetizers will be provided, as well as a great opportunity to meet and network with your fellow AttractionPros! Space is limited, so please RSVP in advance.

RSVP for the AttractionPros Meetup at IAAPA Expo

We look forward to seeing you there!

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Tap into innovation at IAAPA Expo, the biggest industry event of the year. Join us and other AttractionsPros in Orlando, FL, Nov. 18-22 to engage with the global community. Learn from the experts, leave with new ideas, and turn your passion for the industry into new possibilities. Register now to save up to 30%.

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Ricky Spicuzza is the General Manager of Kennywood Park & Sandcastle Waterpark in West Mifflin, PA. Ricky's career journey started as a teenager in Kennywood’s food and beverage department, selling hot sausages and hot dogs. This early role ignited a passion for food that would shape his career. After gaining experience at Idlewild and Sandcastle Waterpark, where he also led a multimillion-dollar rebranding project, Ricky returned to his roots at Kennywood, bringing full circle a lifelong connection to the park. In this interview, Ricky talks about treating every interaction like an interview, keeping history in every decision, and the Potato Patch Fries secret menu.

Treating Every Interaction Like an Interview "You have to treat every interaction as if it's an interview. No matter what... you're putting your best foot forward, you're selling yourself, you're selling your passion."

Ricky emphasized the importance of always being "on," whether interacting with consultants, park guests, or colleagues from other parks. He learned early in his career that these interactions build reputation and recognition. This mindset helped him grow from an entry-level food service role to becoming a general manager. Persistence and passion were key, as he constantly sought to be visible to leadership while maintaining a genuine love for the park and industry. Ricky’s philosophy underscores the importance of professionalism in even the smallest encounters.

History in Every Decision“Our history is in every decision we make, no matter what. Every project we do, we're thinking about the history of Kennywood."

At Kennywood, a park steeped in 126 years of history, every decision honors its past. Ricky spoke about how projects, whether a new ride or renovations, are always made with consideration for Kennywood’s legacy. He shared examples like the installation of a modern ride that paid homage to the long-gone Swing Around, and the creation of Jeter’s Pub, a nod to a mascot from the 1970s, which doubles as a museum filled with park memorabilia. This commitment to blending the old with the new ensures Kennywood remains relevant to both nostalgic long-time visitors and younger generations.

The Potato Patch Fries Secret Menu“If you're feeling a little excited, you go, I just say like a tablespoon, that's all you need, of the gravy... the hidden way to do it."

Ricky shared his personal favorite way to enjoy Kennywood’s famous Potato Patch Fries—seasoned salt, cheese, bacon, and just a tablespoon of gravy. This combination, he explains, adds a subtle richness without overwhelming the dish. Although this unique twist isn’t officially on the menu, Ricky humorously suggests it could be considered part of a "secret menu." His love for food and attention to small details shine through as he shares this insider tip with pride.

To learn more about Kennywood, visit www.kennywood.com. For direct inquiries, Ricky Spicuzza can be reached via LinkedIn. He encourages anyone visiting the park to flag him down if they see him around!

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Megan Hartman is the General Manager of Dutch Wonderland in Lancaster, PA, along with the Cartoon Network Hotel and Old Mill Stream Campground. With a career that began in 2004 at Paramount Kings Island as a lifeguard, Megan's journey has spanned numerous roles, including leadership positions at Great Wolf Lodge and Splish Splash Water Park. Now at Dutch Wonderland, a family-focused amusement park designed for children, Megan has embraced the slower, family-friendly pace of Lancaster while bringing in guests from larger cities like Philadelphia and New York. In this interview, Megan talks about seeing through the lens of a lifeguard, letting your team have the vision, and being comfortable with the uncomfortable.

The Lens of a Lifeguard"Being a lifeguard is all about being observant. It's looking for the thing that is different or isn’t normal or watching for human behavior."

Megan shares how her early experiences as a lifeguard have shaped her leadership style, particularly in her ability to observe and respond quickly to situations. This heightened awareness translates into her daily work as she walks through the park, noticing details others might miss—whether it's a piece of trash out of place or a guest who might need assistance. Her sharp observational skills, honed through years of lifeguard training, now guide her in managing Dutch Wonderland, ensuring that both guest experience and safety are maintained at high levels.

Letting Your Team Have the Vision"My purpose here is, what is your vision? And how do we enact that?"

Megan emphasizes the importance of empowering her team to develop and implement their own vision for the park. She recognizes that her role is not to dictate every decision but to support her staff in bringing their ideas to life. By stepping back and allowing her team to take the lead, Megan fosters a sense of ownership and creativity among her employees. This leadership philosophy has helped create a collaborative environment at Dutch Wonderland, where team members feel valued and are encouraged to innovate.

Being Comfortable with the Uncomfortable"I’m comfortable in the not knowing. If you have people who are passionate and who care, you can combine those visions."

Megan acknowledges that stepping into the unknown is a natural part of leadership. Whether it’s navigating the complexities of managing a multi-faceted property or making decisions with incomplete information, she has learned to embrace discomfort. Her openness to admitting when she doesn’t have all the answers has allowed her to rely on her team's expertise. This mindset has been instrumental in her leadership approach, where creating a supportive space for her staff to learn from mistakes and grow is key to long-term success.

To learn more about Dutch Wonderland, visit www.dutchwonderland.com. Megan can be reached at megan.hartman@palaceentertainment.com, where she welcomes inquiries or further discussion.

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Bron Launsby is the CEO and Founder of Slick City Action Park and Innovative Heights Management Company. Bron’s journey to founding Slick City started with a background in retail, working in corporate positions for companies like Kohl's and Cracker Barrel, where he developed product lines and strategies to increase sales. In 2011, after being introduced to the trampoline park industry, Bron decided to pivot his career into entrepreneurship, eventually scaling to nine trampoline park locations. His innovative approach led to the creation of Slick City Action Park, a new concept that blends dry slides with attractions for all ages. In this interview, Bron talks about innovation excellence, building a franchise, and how culture is everything.

Innovation Excellence"Sometimes innovation comes in the form of processes, and sometimes programs, but it’s always about reinvesting in your business."

Bron’s background in retail management laid the foundation for his relentless focus on innovation. He describes how his early career in retail taught him the importance of constantly improving operations, whether by creating new attractions or refining existing processes. The shift to trampoline parks and eventually the launch of Slick City is a testament to this mindset. Bron believes innovation doesn’t always have to be monumental; it can be subtle but impactful, like introducing new attractions or developing membership programs that enhance guest engagement.

At Slick City, this approach has led to the development of dry slide parks, an innovative concept within the attractions industry. What started as an idea during his trampoline park days has now blossomed into a successful and scalable brand with multiple locations. The continual pursuit of improvement, from the attractions offered to the way parks are managed, is what has positioned Bron and his company as leaders in the family entertainment space.

Building a Franchise"Franchising is awesome, but you’ve got to stay relevant to your franchisees."

Bron’s experience as both a franchisee and franchisor gives him a unique perspective on the franchise model. He explains that staying relevant to franchisees is crucial for success. For Bron, this means keeping operations streamlined and efficient, as well as offering franchisees support through Innovative Heights, his management company. By being involved in every aspect, from location selection to day-to-day operations, Bron ensures that the franchisees have the tools they need to succeed.

His company offers what he calls a "park in a box" model, where franchisees receive everything they need to build a consistent brand. This consistency ensures that each location, whether in a mall or industrial space, reflects the Slick City vision and meets the same high standards. Bron’s approach emphasizes that franchising isn’t just about replicating a successful model; it’s about continuously supporting and innovating to maintain the integrity of the brand across all locations.

Culture is Everything"Your guest engagement will never be higher than your team member engagement."

For Bron, building a strong company culture is non-negotiable. He stresses that the success of Slick City is rooted in a "we mentality" where the team works together toward unified goals. Bron developed an acronym, "SLICK," which stands for Stand Tall Together, Love Your Community, Innovate Always, Commit to Fun, and Keep the Experience Safe. This culture-driven philosophy extends from senior management down to the newest hires, ensuring that everyone is aligned with the company's mission.

Bron’s belief in the power of culture is evident in the way he manages his team. He highlights that engaged employees lead to higher guest satisfaction, which is crucial in the entertainment industry. Bron’s emphasis on taking care of the team and fostering a collaborative environment has been key to his company's success and rapid growth.

To learn more about Slick City Action Park or get in touch with Bron, you can find him on LinkedIn under Bron Launsby. For information about Slick City, visit slickcity.com, and for franchising opportunities, visit slickcityfranchise.com. Additionally, you can find more about Slick Slide slickslide.com.

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AttractionPros LIVE! is back at IATP! In September 2024, Matt and Josh held a session at the International Association of Adventure and Trampoline Parks’s annual conference in Hollywood, FL. Participants were asked to anonymously share their biggest challenges in their business, and by selecting topics at random, were then invited to share solutions. From staffing to marketing and guest engagement, this wide-ranging conversation led to significant outcomes. In this episode, Matt and Josh tap into the collective wisdom in the room, where the challenges facing trampoline and adventure parks are transferable to every area of the attractions industry.

Innovative Marketing and Guest Engagement

“You're going to buy new socks all the time anyways... so change your colors every so often, reinvent your sock, and when you do that, send a blast email to everybody and say, 'Hey, do you know we have new socks?'”

The attendees in the session discuss creative ways to refresh attractions without significant costs, such as changing product offerings (like reinventing sock designs) and promoting them to attract repeat visits. They also mention using email blasts to engage customers and using social media to amplify brand awareness.

Collaboration with Communities

"We partner with our PTA in all of our local districts. We offer up our party rooms as spots for them to hold their PTA meetings... It makes us the hangout spot after the Friday night football game."

Participants share success stories on how partnerships with local schools, sports teams, and organizations help generate more traffic, such as offering spirit nights and collaborative fundraisers. Some operators highlight the benefits of inviting schools to use their facilities for PTA meetings or hosting ongoing fundraising events.

Staff Training and Productivity

"We train the staff to always prepare like you are working for 50 or 60 parties... We want to make sure that even in those slower months, we are working like we are packed out."

The conversation dives into challenges of transitioning staff between high and low seasons, with suggestions to keep teams always prepared for peak activity. One operator emphasizes the need for consistent productivity, while another notes the importance of personalizing guest experiences based on the pace of business.

Hiring and Leadership Development

"I always make sure to ask for very specific examples... People like to say, 'I'm good at this,' but until you get them to share those examples, you don’t know if they're really speaking the truth."

The group discusses how to identify leaders during interviews, using group interviews and role-playing as techniques to assess candidates. Emphasis is placed on observing how potential hires interact with both staff and customers outside the formal interview environment.

Safety and Operations

"It's not only the equipment, it's the staff too... If your staff aren't controlling how many jumpers are in that airbag, your airbag is not going to work the way it's supposed to."

Participants stress the importance of maintaining safe equipment and fostering a culture of safety. Regular inspections, staff training on equipment, and creating a safety-first mindset were highlighted as essential to minimizing risks and enhancing guest experience.

We’d like to thank IATP for inviting us to speak and lead this energetic and enlightening session. To learn more about IATP, visit www.indooradventureparks.org.

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Leadership lessons can come from anywhere. Recently, Josh took an online course unrelated to the attractions industry - or business leadership at all - yet there were multiple lightbulbs that went off related to leading a team, and specifically when it comes to onboarding and training new-hires. Lessons ranged from maintaining a consistent leadership approach to reframing training sessions to foster a learning environment for team members, as well as allowing team members to make mistakes in low-stakes settings. In this episode, Matt and Josh discuss nine leadership lessons from an unlikely source.

Is It Training or Learning?

"Is it the team member going through training or is it the team member who is now learning how to do this skill?"

The distinction between training and learning is critical. Training often refers to what the instructor does, while learning is focused on the participant. By reframing the experience as learning, leaders can shift their perspective to better support the growth and understanding of the individual. The emphasis should be on how the trainee absorbs and applies the information, not just on delivering the content.

The Three C's of Leadership: Commitment, Consistency, and Keeping It Cool

“Keep it cool... those learning moments happen when the team member is not demonstrating immediate proficiency."

Effective leadership, especially in training, requires commitment, consistency, and a calm demeanor. Leaders need to stay focused on the process without getting distracted by other responsibilities. Consistency ensures that each new team member receives the same level of instruction. Finally, keeping cool in the face of setbacks or slow progress is essential for maintaining a positive learning environment and encouraging growth.

Incentives and Rewards Don’t Reinforce the Behavior

"The team member starts doing it for the incentive, not because it’s their job."

Relying on external rewards like incentives may undermine intrinsic motivation. When employees perform tasks just for rewards, they miss out on internalizing the desired behavior. It's better to introduce incentives as surprises for achieving results, rather than making them the primary goal. This approach ensures that team members are motivated to perform well because of their own drive, not just for rewards.

If Something is Second Nature to You, Reset Your Frame of Reference

"I completely deconstructed the process... and determined what needs to be done to do this."

Leaders who are experts in a task may find it difficult to teach it to others because they forget what it’s like to learn it for the first time. By breaking the task down into smaller, more understandable components, they can help trainees understand it better. This approach encourages empathy in leadership, ensuring that new employees are given the tools they need to truly master their roles, even when the leader has long mastered the task.

Stay Neutral with Positive Performance

"Be neutral with it... you let them know how great of a job that is without adding too much pressure."

Celebrating positive performance can unintentionally put pressure on team members to maintain that high level of work, which may lead to anxiety or burnout. Instead of overly exuberant praise, leaders should adopt a more neutral tone, acknowledging good work without making it overwhelming. This prevents the individual from feeling pressured to consistently outperform and allows for steady, sustainable improvement.

Stay Neutral with Negative Performance

"Redirect instead of punish... taking the emotion out of it and making it very straightforward."

Similarly, leaders should handle negative performance without punishing employees emotionally. Constructive feedback that is calm and clear helps to redirect behaviors without creating a negative atmosphere. By maintaining neutrality, the leader ensures that team members are focused on correcting their mistakes and improving rather than fearing harsh consequences.

Let Them Make Mistakes in Low-Stakes Environments

"I will let you lead your tour into a broom closet... I’m going to let you make those mistakes."

Allowing team members to make small mistakes in a controlled, low-stakes environment provides them with valuable learning experiences. In the example of a VIP tour guide training, the trainer allowed small errors but was ready to step in before major problems occurred. This method encourages hands-on learning and helps build confidence, as employees learn from their mistakes without facing significant repercussions.

The Best Punishment for Poor Performance is the Natural Consequence of Their Actions

"Talk about how it impacts their paycheck... how does it impact that individual directly."

Rather than relying on formal disciplinary actions, natural consequences are often the best way for team members to understand the impact of their poor performance. For example, consistently arriving late may lead to lost wages, which hits closer to home than formal reprimands. This approach emphasizes accountability and helps employees see how their actions directly affect their work and outcomes.

Training and Learning is Ongoing

"Training and learning is ongoing... it is not one-and-done."

Learning is a continuous process, not something that is completed in a single session. Even after initial training, team members should be encouraged to refine their skills and improve over time. Leaders need to reinforce positive behaviors while continuing to coach through challenges, creating an environment of ongoing growth rather than a finish line mentality in learning.

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Val Syganevich is the President and Co-Founder of Freckled Sky, a production company specializing in themed entertainment and live events. With a diverse background ranging from programming to graphic design and eventually comedy, Val’s career took a turn when he decided to pursue entertainment more seriously. After moving from Ukraine to the United States with his family, Freckled Sky was born out of a passion for creating immersive experiences that merge physical and digital worlds. In this interview, Val talks about mixed-reality storytelling, competing with the digital world, and the power of “what-if.”

Mixed-Reality Storytelling“We are in live experiences, attractions, whatever, in our real world. But we also had our own unique creative expertise, how we merge physical and digital worlds, how we tell stories by using technologies but not showing technologies.”

Val discusses how Freckled Sky differentiates itself by focusing on mixed-reality storytelling. This approach blends physical and digital elements to create immersive experiences without relying on visible technology like screens or VR headsets. Val emphasizes the importance of storytelling in their productions, ensuring that the audience is fully engaged without the distraction of obvious technological elements. By integrating digital aspects seamlessly into the physical environment, Freckled Sky creates a unique experience that goes beyond traditional entertainment.

Competing with the Digital World“The only way how we compete with digital world, to use all the power of digital world and make something more than that in our real-life experiences.”

Val touches on the challenge of competing with the pervasive digital world. He recognizes that the younger generation is deeply entrenched in digital experiences, yet he believes that live, in-person events still hold unparalleled value. Freckled Sky aims to leverage digital tools not to replicate screen-based experiences but to enhance real-world interactions. By doing so, they provide audiences with something that purely digital experiences cannot—an authentic, tangible connection in a shared physical space.

The Power of “What-If”“First of all, we are dreamers, and that's actually what moves us. We haven't done our best show yet, our best project yet.”

Val reflects on the importance of dreaming and the question of "what if" as a driving force behind Freckled Sky’s innovations. He believes that there are no bad ideas, only bad executions, and that the key to success lies in the "how" rather than the "what." This mindset allows his team to constantly push the boundaries of what’s possible in live entertainment. Whether developing new attractions or refining existing concepts, the spirit of exploration and the willingness to dream big keep Freckled Sky at the forefront of the industry.

To learn more about Val and Freckled Sky, visit their website at freckledsky.com.

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What does “immersive experience” actually mean? In the attractions industry and across various realms of themed entertainment, the concept of immersion has been a hot topic in recent years, with no sign of slowing down. However, immersive experiences aren’t new, and they don’t require state-of-the-art technology to meet the definition. On a recent trip to Italy, Matt encountered several moments that qualify as immersive, leading to key takeaways for attractions industry leaders. In this episode, Matt shares lessons from Italy along with his evolving definition of immersive experiences.

Evolving Definition of Immersion"It's an experience that is so compelling that you actually change behavior or your outlook. You try to fit in and assimilate and you actually take on characteristics of the surroundings."

Matt starts by sharing his evolving definition of immersion, describing it as an experience so engaging that it changes behavior or outlook. Whether it’s trying to blend in with the local culture or adopting new habits, immersion goes beyond just being in a place—it’s about truly becoming a part of it. This concept of immersion is increasingly relevant in the attractions industry, where creating an environment that fully engages guests can lead to a deeper and more memorable experience.

Immersion Leads to a Desire to Be Immersed More"What I noticed is that the more I was immersed, the more I wanted to be immersed."

Matt discusses how his experiences in Italy made him crave deeper immersion. Whether it was listening to Italian violinists or being surrounded by centuries-old architecture, the more he was immersed in the culture and environment, the more he wanted to continue that experience. This is a crucial insight for attractions, where the goal is to create such compelling experiences that guests naturally want to delve deeper and engage more fully with the environment.

Immersion Changing Your Behaviors"I'm not a wine drinker, I'm not a coffee drinker, but I drank wine and I drank coffee in Italy."

Immersion can lead to unexpected changes in behavior, as Matt discovered when he found himself drinking wine and coffee—things he normally wouldn't do—just to fully experience Italian culture. This change is significant because it highlights how a well-crafted immersive experience can influence guests to step outside their comfort zones and try new things, adding another layer of engagement and personal growth.

Immersive Experiences Should Focus Your Attention"If you are creating an immersive experience, you've really got to take care of every little detail so that one little thing doesn't pull you out."

The conversation turns to the importance of directing attention in immersive experiences. Matt recalls a moment during a tour of The Last Supper where a distraction pulled him out of the experience, emphasizing how crucial it is to control the environment to maintain immersion. This serves as a reminder for attractions industry leaders to meticulously plan every detail to ensure guests' attention is focused on the intended elements, keeping them fully engaged.

Immersive Experiences for Employees"Are we creating an immersive enough experience for our employees so that they want to embrace our culture, so that they are so compelled to be a part and assimilate to the world that we've created?”

Matt extends the concept of immersion to employee experiences, suggesting that the same principles used to create guest immersion should be applied to team members, aligning with our recurring theme of the intersection of the guest and employee experience. By fostering a compelling work environment that employees want to assimilate into, companies can create a culture where team members are fully engaged and aligned with the brand’s values. This approach not only enhances employee satisfaction but also improves the overall guest experience.

Don't Underestimate the Planning"Don't underestimate the amount of time, effort, and energy that people put into the planning because that's contributing as much to the expectation as your advertising and their previous experiences."

Finally, Matt discusses the often-overlooked importance of planning in creating immersive experiences. The effort put into planning a trip—or any experience—can set the tone for how that experience is received. In the context of attractions, this means understanding the expectations that guests bring with them and ensuring that the experience lives up to or exceeds those expectations, which can be as critical as the experience itself.

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Kile Ozier is The Guy at The Guy, LLC. With a career spanning decades in the live experience industry, Kile has crafted a unique role for himself as a creative venture catalyst, master of spectacle and story, and a guiding force in creating emotionally resonant experiences. He has a rich history of working in diverse fields, from theme parks and global events to fundraising campaigns and theatrical productions. His approach is centered on moving audiences deeply, often leaving them profoundly impacted by the experiences he designs. In this interview, Kile talks about moving people emotionally, creating global community, and the joy of connecting.

Moving People Emotionally"My filter is if I can move myself, I can move anyone."

Kile Ozier’s ability to craft emotionally resonant experiences stems from his deep understanding of how to engage and move an audience. He shares a powerful anecdote from an event at the Lincoln Memorial, where he designed a silent firework to coincide with a poignant moment in a tribute. The sheer silence, coupled with the emotional weight of the moment, created a collective gasp from 250,000 people—a testament to Kile's mastery in orchestrating profound emotional experiences. He emphasizes that his goal is to touch hearts in a way that feels both personal and universal, making each experience unforgettable.

Creating Global Community"Creating global community through shared experience is the mission I’ve adopted for the rest of my life."

Kile believes in the power of shared experiences to build a sense of global community. He discusses how his work often transcends mere entertainment, aiming to foster unity, peace, and a deeper understanding among people. Through his projects, whether large-scale events or intimate gatherings, Kile strives to create moments where people from diverse backgrounds come together and feel connected. He views these experiences as opportunities to subtly influence positive change and promote a sense of shared humanity.

Joy of Connecting"Connecting with people is joyful."

For Kile, the joy of connecting with others is at the heart of his work. He talks about the simple yet profound impact of altering how people enter a space, like guiding them through a side entrance they’ve never used before, to change their perspective and open them up to new experiences. This approach is part of his broader philosophy of creating comfortable disorientation, where participants feel safe yet intrigued, leading them to engage more deeply with the experience. Kile’s ultimate goal is to create environments where people feel a genuine connection—to the event, to others, and themselves.

If you want to learn more about Kile Ozier and his work, you can reach him at kile@kileozier.com or explore his insights further in his book, available on Amazon. Kile is also open to connecting with individuals through LinkedIn or his website, offering guidance and inspiration to those looking to make a meaningful impact through their creative endeavors.

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Kristy Tozer is the Founder and Marketing Consultant for RumbleBuzz, based in Tampa, FL. Kristy began her journey at SeaWorld Parks & Entertainment, where she gained extensive experience in marketing, operations, and event management. Her career includes roles at ZooTampa, where she was instrumental in the rebranding from Lowry Park Zoo to its current identity. In 2020, she co-founded RumbleBuzz, a marketing agency that caters specifically to attractions and hospitality industries, ensuring that their marketing strategies align seamlessly with their operational goals. In this interview, Kristy talks about a seat at the table, rebranding, and marketing & ops supporting each other.

A Seat at the Table

"Everyone had a seat at the table, and what came out of that was really learning how to build a sub-brand."

Kristy emphasizes the importance of collaboration across departments in any successful marketing strategy. Drawing from her experiences at SeaWorld, she shares how cross-departmental teams were crucial in coordinating large events and initiatives. This approach ensured that all voices were heard and that every department, from operations to food service, contributed to a cohesive and immersive guest experience. Kristy believes that giving everyone a seat at the table not only improves communication but also leads to more innovative and effective marketing strategies.

Rebranding

"Rebranding is not just a logo change; it's about establishing yourself as a global brand."*

Kristy recounts the comprehensive rebranding of ZooTampa, explaining that the change was much more than just a new name or logo. The goal was to position the zoo as a globally recognized brand, which involved not only changing the name but also telling a deeper story about the zoo's commitment to animal care and conservation. Kristy highlights how PR, social media, and even a partnership with National Geographic's "Secrets of the Zoo" played pivotal roles in this transformation. The rebranding was a strategic move that helped Zoo Tampa reach a broader audience and establish a stronger presence in the global market.

Marketing & Ops Supporting Each Other

"When everybody had a seat at the table, the experience from the ad to the actual visit was consistent."

Kristy discusses the critical relationship between marketing and operations, sharing examples of when the two worked seamlessly together, as well as instances where they didn't. She illustrates how successful campaigns, like the one for Busch Gardens' "Howl-O-Scream," were the result of close collaboration between marketing and operations. This ensured that the guest experience aligned perfectly with what was promised in the marketing materials. Kristy stresses that for a brand to truly succeed, marketing and operations must not only support each other but also work together from the very beginning to create a consistent and memorable guest experience.

If you’d like to connect with Kristy or learn more about RumbleBuzz, you can visit their website at therumblebuzz.com or email her directly at Kristy@therumblebuzz.com. You can also follow RumbleBuzz on Instagram and LinkedIn for the latest updates and insights from Kristy and her team.

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Looking for daily inspiration? Get a quote from the top leaders in the industry in your inbox every morning.Michael Browning is the Founder and CEO of Unleashed Brands, a company born out of a desire to create a consolidated platform for youth enrichment during the COVID-19 pandemic. Unleashed Brands focuses on helping children learn, play, and grow by bringing together world-class brands that offer everything from science and technology education to physical activity and creative play. The company was inspired by Michael’s personal experiences as a parent and his frustration with the fragmented nature of youth activities. In this interview, Michael talks about consolidating fragmentation, customers and users, and adventure slides.

Side note: check out Michael’s first interview on AttractionPros, released in May of 2019.

Consolidating Fragmentation

"Where there is fragmentation, there is an opportunity for consolidation."

Michael’s vision for Unleashed Brands was born out of a personal frustration during the pandemic. While trying to find activities for his three children, he noticed the fragmented nature of youth enrichment opportunities. This led him to the realization that there was a significant opportunity to consolidate these offerings under one platform. Drawing inspiration from other industries that successfully consolidated services—like restaurants and home services—Michael aimed to create a platform that addressed the most important asset in a family: the children. Unleashed Brands was built with the mission to help children learn basic skills in science, technology, engineering, and math, identify and grow in their hobbies, and escape through play. The company now includes multiple brands that cater to different aspects of youth development, all working towards the common goal of enriching children's lives.

Customers and Users

"Our customer is the parent, and our user is the child."

Understanding the distinction between customers and users is at the core of Unleashed Brands' success. Michael emphasizes that parents are the customers who make purchasing decisions, while children are the users who actually experience the products and services. This understanding allows Unleashed Brands to create targeted marketing strategies and develop offerings that meet the needs of both groups. For parents, the company focuses on selling values like courage, coordination, and self-respect. For children, the emphasis is on providing a fun and engaging experience that keeps them coming back. This dual approach not only enhances customer satisfaction but also increases the lifetime value of each family within the Unleashed Brands ecosystem.

Adventure Slides

"There are different designs for each of the different slides. There are different ways that the guests will traverse the slides, so it can be different every time."

Urban Air recently introduced adventure slides as part of its attraction mix. While slides have been a staple in various entertainment settings for years, Michael explains that their uniqueness at Urban Air lies in how they are integrated with other attractions. The goal is to provide a diverse range of physical experiences that keep guests engaged and coming back for more. Michael notes that a single attraction cannot sustain a business over time, which is why Urban Air continues to innovate and add new experiences. The adventure slides are a testament to this strategy, offering a fresh and exciting way for children to stay active while ensuring that the overall experience at Urban Air remains dynamic and appealing.

To learn more about Michael Browning and Unleashed Brands, you can connect with him on LinkedIn or visit UnleashedBrands.com for more information about the company and its offerings.

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Samantha Palmer is the Director of Brand Experience for Flagler College in St. Augustine, FL. With over 20 years of experience at the college, plus time as a student, Samantha has played a pivotal role in developing and overseeing the historic tours and retail operations at Flagler. Her work focuses on enhancing the brand experience for both students and visitors, leveraging the college’s rich history and iconic architecture. In this interview, Samantha talks about historic tours, St. Augustine's tourism industry, and taking chances on people.

Historic tours

"You get to experience the brand not only through what their script is... but you also get to experience a student who is here working on their four-year education."

Samantha discusses how Flagler College’s historic tours are a unique blend of education and tourism, allowing students to gain invaluable public speaking and storytelling skills. The tours are not just about showcasing the beautiful and historic campus; they also serve as a crucial recruitment tool for the college. By involving students as tour guides, the program offers a dual benefit—visitors get a glimpse of the college’s rich history, and students gain hands-on experience that enhances their academic journey and prepares them for future careers.

St. Augustine's tourism industry

"We have always been members of the St. Augustine Attractions Association... we're kind of lucky that this area is so concentrated with attractions, but we're also willing to talk to each other."

Samantha highlights the collaborative spirit within St. Augustine’s tourism industry, emphasizing the unique position Flagler College holds within this historic city. As a major attraction in St. Augustine, Flagler College contributes to and benefits from the city's vibrant tourism sector. The college’s involvement in local attractions associations and partnerships with other sites, such as the St. Augustine Lighthouse and the Pirate Museum, ensures a cohesive and enriched experience for visitors. Samantha also notes how the college’s location and history make it an essential stop for those exploring the oldest city in the U.S.

Taking chances on people

"I like to take chances on people. Let's see. What's the worst that happens?"

In her role at Flagler College, Samantha has learned the importance of taking chances on people, particularly students who may not initially seem like the perfect fit for a role. She shares stories of students who, despite their initial reservations or lack of experience, have thrived in positions like tour guides. These experiences often lead to surprising and rewarding outcomes, with students gaining confidence and discovering new career paths, such as in public speaking, theater, or law. Samantha’s belief in giving people opportunities reflects her broader philosophy of mentorship and development, helping to foster a supportive and growth-oriented environment at Flagler College.

If you'd like to learn more about Flagler College or get in touch with Samantha Palmer, you can visit Flagler College's website or reach out to her directly via email at SPalmer@flagler.edu. The historic tours at Flagler College, currently on hiatus for renovation, will resume in September 2024, offering visitors a unique glimpse into the college's rich history and architecture.

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Chris Kearsing is the General Manager of Story Land in Glen, New Hampshire. With a career that spans over two decades, Chris has held various leadership roles in theme parks across the United States, from his early days at The Great Escape in Lake George, New York, to key positions at Holiday World and Splashin’ Safari, Elitch Gardens, and Six Flags parks. Story Land, where Chris currently oversees operations, is a beloved family destination known for its charming attractions and natural beauty. In this interview, Chris talks about his storied career, saying yes, and celebrating 70 years.

A Storied Career"I'd say it's been a very storied career.”

Starting as a ride operator right after high school at The Great Escape, Chris never imagined his summer job would lead to a lifelong career in the theme park industry. Over the years, he climbed the ranks, holding various operational roles that provided a deep understanding of park management. Chris’s career took him across the country, from the Northeast to the Midwest, and eventually to Texas, where he worked for Six Flags over Texas and Adventureland in Iowa. His journey is marked by adaptability, a willingness to take on new challenges, and a passion for delivering exceptional guest experiences.

Saying Yes"Say yes, or if you have to say no to something, have a really good reason."

Throughout his career, Chris has embraced opportunities that came his way, whether it was taking on new responsibilities, moving across the country, or stepping into leadership roles during times of transition. This mindset has allowed him to gather a wealth of experience in different facets of park operations, from ride safety to food and beverage management. Chris believes that by saying yes and being open to new experiences, he has been able to grow both professionally and personally, leading him to his current role at Story Land.

Celebrating 70 Years“There’s so much charm that has been maintained over the years,”

The park, nestled in the White Mountains, is known for its family-friendly attractions and unique blend of natural beauty and whimsical theming. To honor the 70th anniversary, Story Land has introduced new attractions like the Moo Lagoon water play area, while also preserving beloved features like animatronics and classic rides. Chris discusses the importance of balancing innovation with nostalgia, ensuring that the park remains a cherished destination for generations to come.

For more information about Story Land, visit their website. You can also connect with Chris on LinkedIn for further insights into his work and the park's ongoing developments.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
Audio and video editing by Abby Giganan

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Neil Dwyer is the Vice President of Operations at Six Flags Qiddiya City, the largest amusement park in Saudi Arabia, opening in 2025. Neil's career began when a summer job as a ride operator sparked a lifelong passion for the attractions industry. Over the years, he has climbed the ranks, gaining invaluable experience at notable parks like Blackpool Pleasure Beach, IMG Worlds of Adventure in Dubai, and Global Village, a multicultural heritage park in Dubai. In this interview, Neil talks about designing through the operator's perspective, effective service recovery, and how no challenge is unsolvable.

Designing from the Operator's Perspective"We've been fortunate enough to work with some really great architects and some really great designers who've just absolutely listened to everything that we wanted to do and we wanted to incorporate."

Neil explains how being involved in the early design stages of Six Flags Qiddia has been crucial to ensuring the park's success. By incorporating the operator's perspective, Neil and his team have focused on details like the operator's visibility in the control booth and guest flow throughout the park. This level of involvement has allowed them to address potential operational issues before they arise, leveraging advanced technology like 3D modeling to visualize and optimize every aspect of the guest experience.

Effective Service Recovery"Just giving a free ticket and saying sorry is probably not enough to recover that service experience."

Neil discusses his findings from his master's thesis on guest service and service recovery, revealing that only 30% of guests who received free tickets after a negative experience returned to the park. This insight led Neil to understand that effective service recovery goes beyond offering compensation; it requires genuine apologies and thoughtful resolutions that leave a lasting positive impression on guests. He emphasizes the importance of empowering staff to address issues on the spot, ensuring that every guest feels heard and valued.

No Challenge is Unsolvable"No challenge is unsolvable. We're going to have all these issues, but we're going to solve all of them. That's part of the fun of the game."

Neil's optimistic outlook on overcoming challenges is a driving force behind the development of Six Flags Qiddiya. He acknowledges the unique challenges of opening a theme park in a new market like Saudi Arabia, where there is limited local expertise in the attractions industry. However, Neil sees this as an opportunity rather than a setback, allowing his team to innovate without the constraints of "how things have always been done." This mindset has been instrumental in tackling the monumental task of building the world's tallest, fastest, and longest roller coaster, Falcon's Flight.

To connect with Neil and learn more about his work, you can reach out to him on LinkedIn, where he is always open to networking and sharing insights from his extensive experience in the attractions industry. For more information on Six Flags Qiddiya, visit their website.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Nick Miller is the Director of Guest Experience for Original X Productions. With a career that began in his teenage years, Nick's passion for attractions was sparked by a contest win at Six Flags Great America, leading him to pursue roles in marketing, public relations, and operations with Merlin Entertainments. Now at OGX Productions, Nick helps create immersive, branded experiences like the Friends Experience and Harry Potter Magic at Play. OGX Productions, a leader in location-based branded entertainment, is known for delivering high-quality, interactive experiences in partnership with major intellectual properties. In this interview, Nick talks about being part of the show, the need for human connection, and trusting your crazy ideas.

Being Part of the Show"The staff really can make or break just about any experience. They can play roles, they can play characters, and they can be so into Friends and be a Friends superfan themselves that they're teaching our guests things that they didn't know about the show previously."

Nick emphasizes the importance of staff engagement in delivering exceptional guest experiences. At OGX Productions, team members are encouraged to immerse themselves in the worlds they represent, whether it’s Friends, Harry Potter, or other beloved franchises. By embodying characters and using specific vocabulary, staff can create an authentic and engaging atmosphere. This approach not only enhances the guest experience but also ensures that visitors feel a deeper connection to the attractions.

Training and recruitment are crucial to this process. Nick highlights the need for finding individuals who are passionate about the IPs and providing them with the tools to succeed. This includes giving staff members a script of lines and scenarios to use, ensuring they can interact with guests in ways that feel both natural and magical. By doing so, OGX Productions maintains high standards of guest satisfaction and engagement.

The Need for Human Connection"People have a craving for real connection and real experiences and something that is going to transport them out of the every day and allow them to suspend their disbelief somewhere else. And that's where attractions can come in."

Nick discusses the challenges and opportunities presented by technology in the attractions industry. While smartphones and digital content offer convenience, they often fall short in providing the deep, emotional connections that in-person experiences can offer. Attractions have the unique ability to offer immersive, multi-sensory experiences that cannot be replicated online. This is crucial in an age where human connection is increasingly mediated by screens.

Nick believes that attractions must leverage this advantage by creating environments that foster genuine interactions and memorable moments. By doing so, they can attract visitors who seek more meaningful and engaging experiences. This emphasis on human connection helps differentiate attractions from digital entertainment and reinforces their value in creating lasting memories.

Trusting Your Crazy Ideas"Trust your crazy ideas. It’s something that I've held very close to me since college, and I just went with it."

Nick’s philosophy of embracing unconventional ideas has been a guiding principle throughout his career. He recounts a story of bringing LEGO minifigures to a networking event, which helped him stand out and make connections. This willingness to think outside the box has not only fueled his personal success but also driven innovation within the organizations he has worked for.

In the context of staff development and leadership, Nick encourages a culture where employees feel empowered to propose and pursue bold ideas. This approach fosters creativity and drives progress within the industry. By trusting their instincts and taking calculated risks, leaders and team members alike can contribute to the growth and evolution of their attractions, ultimately enhancing the guest experience.

For those interested in connecting with Nick or learning more about Original X Productions, he can be reached on LinkedIn. Additionally, he welcomes emails at nick.miller@ogxproductions.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Tim Murphy is the CEO of Boomers Parks. With a rich career background that spans various sectors within the entertainment and hospitality industries, Tim has brought significant transformations to Boomers Parks since taking on the role in June 2020. Under his leadership, the company has seen a focus on improving food and beverage offerings, repurposing real estate, and enhancing team engagement. His initiatives have not only increased profitability but also improved the overall guest experience. In this interview, Tim talks about high-quality food, repurposing retail, and the power of people.

High-Quality Food“The investment in enhancing food and beverage quality also enhances the attraction component of the business as well.”

Tim emphasizes the pivotal role that high-quality food plays in the success of Boomers Parks. By investing in better food and beverage offerings, Boomers Parks has significantly increased the length of guest stays, which in turn boosts overall spending. Tim explains that the introduction of high-quality food items, while retaining fan favorites like pizza and hamburgers, has kept guests satisfied and engaged longer. The approach has shifted the typical visit duration from 90 minutes to three or four hours, resulting in higher per capita spending across various attractions within the parks.

The strategic focus on food quality extends beyond merely offering better meals. It creates a comprehensive guest experience that encourages visitors to spend more time on-site. This, in turn, leads to increased spending on attractions and games. Tim’s philosophy demonstrates that enhancing one aspect of the park, such as food quality, can have a ripple effect on overall business performance, making it a crucial element of the park’s operations.

Repurposing Retail“I believe there's a plethora of locations to go to. And the good thing for those in the FEC space is landlords are flexible.”

Tim Murphy sees immense potential in repurposing vacant retail spaces for family entertainment centers (FECs). With many big-box retailers closing down, there is an abundance of available real estate that can be transformed into engaging indoor entertainment venues. Tim highlights that spaces ranging from 20,000 to 50,000 square feet are ideal for FECs, providing ample room for various attractions while being manageable and cost-effective.

The flexibility of landlords with these vacant properties presents a unique opportunity for FEC operators. Tim notes that landlords are often willing to offer favorable terms, such as reduced rent and funding for tenant improvements, to fill their empty spaces. This not only revitalizes unused properties but also creates new destinations that draw foot traffic, potentially benefiting the surrounding businesses. By repurposing retail spaces, Boomers Parks can create controlled environments less affected by weather, ensuring consistent and enjoyable guest experiences.

The Power of People“We want to be competitive with wages...but what else do we want to be able to offer and remind our team members that we're doing differently than other potential opportunities for them to go to?”

Tim underscores the importance of people in the success of Boomers. He believes that fostering a supportive and engaging work environment is crucial for both employee satisfaction and guest experience. Under his leadership, Boomers has developed a set of core values that include safety, inclusion, and accountability. These values are not just posted on walls but are actively lived and reinforced through regular training and communication.

To attract and retain top talent, Boomers offers competitive wages and additional perks such as free meals, snacks, and drinks for employees during their shifts. The company also implements a points-based reward system, where employees can earn points for exceptional performance and redeem them for gift cards, merchandise, or trips. This consistent recognition of good work helps build a motivated and dedicated team. By focusing on the well-being and development of their employees, Boomers Parks ensures that their team is committed to delivering outstanding service, thus enhancing the overall guest experience.

For those interested in learning more about Boomers Parks or exploring franchising opportunities, Tim can be contacted directly at tim@boomersparks.com. Additionally, more information is available on the Boomers Parks website at boomersparks.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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It’s time to talk about CNC2024! Every year, Matt and his friends visit multiple theme and amusement parks throughout the country, leading to lasting memories and lessons related to business operations, leadership, and guest experience. In this episode, Matt and Josh delve into a wide array of insights gleaned from Matt’s recent experiences at various theme parks and attractions. From operational challenges to guest-centric strategies, they explore themes ranging from the impact of effective systems on employee performance to the nuances of guest behavior and the evolving definition of immersion in theme park experiences.

There's always more to the storyMatt and Josh emphasize the complexity behind operational decisions, corporate mergers, and guest interactions within theme parks. They discuss how behind every situation lies a deeper narrative, and stress the importance of considering the broader context when analyzing guest experiences and operational challenges.

The spieling ride op is backReflecting on the pivotal role of enthusiastic ride operators, Matt shares how their engaging interactions can significantly enhance guest experiences. They highlight the importance of passionate employees in shaping positive guest perceptions and memorable moments. While an automated spiel creates consistency and efficiency, the personalized approach allows for increased guest engagement, an enhanced experience, and for messages of safety and loading procedures to be adhered to more effectively than an automated message.

Your systems need to support your peopleObservations about audio quality sparked a discussion on the critical role of operational systems in supporting employees. Matt and Josh stress that efficient and user-friendly systems are essential for staff to deliver exceptional service. They draw from personal experiences where technical failures hindered operational effectiveness and guest satisfaction. Whether it’s a microphone and PA system, point of sale software, or ticket scanners, ensuring that these systems can be easily used by employees impacts the employee and guest experience alike.

How guest behavior impacts operationsExploring the dynamic relationship between guest behavior and park operations, Matt and Josh discuss examples where guest preferences influence operational decisions. They highlight how parks adapt to meet guest expectations, such as extending ride hours for popular attractions like The Beast at Kings Island. Even 45 years later, The Beast is still regarded as an iconic attraction and maintains a strong fandom specifically around night rides. As a result, the park extends operating hours only for The Beast, even after the rest of the park has closed, to align the park’s operations around a guest-centric mentality.

The real definition of immersionMatt and Josh challenge conventional views of immersion, expanding the concept beyond technology-driven experiences. They explore how both high-tech innovations and low-tech interactions can create immersive guest experiences by fostering genuine engagement and memorable moments. They conclude that the definition of an immersive experience is when guests are fully present and free of distractions, whether they are standing on a ride platform after putting their phones in a locker or wearing a VR headset. While immersive is often aligned with state-of-the-art technology, the concept can and should be expanded into other applications that allow guests to be fully present.

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This minisode delves into a scenario where a guest misunderstood the online ticketing process for an attraction. Josh brings up the topic of service recovery, highlighting its importance in hospitality. He recounts a recent workshop where the issue of a guest misunderstanding online ticketing surfaced, sparking a discussion on the perception of service failures.

Josh presents a case where a guest expected VIP treatment upon purchasing tickets online but faced a 20-minute wait upon arrival. He emphasizes how service failures can be self-imposed perceptions rather than actual wrongdoings by the business. Josh proposes considering the cost of not recovering from such situations and explores the potential long-term negative impacts on guest satisfaction and business reputation.

Matt relates the discussion to his personal experience in Iceland, where he encountered similar situations. He stresses the importance of doing the right thing for the guest and highlights the emotional toll of unresolved issues on guest experiences. Matt and Josh discuss the significance of acknowledging guest frustrations and the potential benefits of proactive service recovery efforts.

Josh suggests addressing guest concerns empathetically and considering solutions that align with guest expectations, even if it means deviating from standard procedures occasionally. He emphasizes the value of creating positive experiences that outweigh initial frustrations and leads to guest satisfaction and loyalty.

This minisode advocates for a guest-centric approach to service recovery, emphasizing the long-term benefits of addressing guest concerns and exceeding expectations to foster positive guest experiences and business success.

What do you think? Should you consider recovering from service failures, even when they’re self-imposed? Let us know by commenting on LinkedIn, X, Facebook, or Instagram.

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Justin Rink is the General Manager of View Boston, a newly opened observation deck in Boston's Prudential Center. With a background in attractions management from Paramount, Churchill Downs, Kentucky Kingdom, and SeaWorld, Justin has previously worked in various leadership positions across the industry. In this interview, Justin talks about the View Boston experience, entrepreneurial leadership, and the importance of starting with people.

The View Boston experience

“Part of the attraction, in its conception, was to be your number one spot in Boston, the very first spot."

View Boston offers visitors a unique and immersive journey from the moment they enter the observation deck. From interactive elements like viewfinders and 270-degree videos showcasing Boston's skyline to personalized itineraries based on guests' preferences, the experience is designed to captivate and delight at every turn. With a focus on providing exceptional guest experiences, View Boston sets itself apart as a must-visit destination in the heart of Boston.

Entrepreneurial leadership

"It's easy to come up with strategy to make the business better. But if you can't execute the strategy, all that time was wasted."

Justin embodies an entrepreneurial mindset, driving innovation and pushing the boundaries of traditional leadership. He emphasizes the importance of setting ambitious goals and constantly striving for excellence, both for himself and his team. By fostering a culture of accountability and continuous improvement, Justin empowers his team members to take ownership of their roles and contribute to the overall success of View Boston.

Starting with people

"It starts with people. And I think that's the most important thing."

At the core of Justin's leadership philosophy is a commitment to putting people first. He believes that success in business ultimately hinges on building strong relationships and prioritizing the well-being of both guests and team members. By investing in employee engagement initiatives and fostering open communication, Justin creates a supportive and inclusive work environment where everyone feels valued and respected.

For more information about View Boston and to connect with Justin, visit viewboston.com or follow him on LinkedIn. You can also reach out to Justin directly via email at jrink@legends.net.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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This minisode features Josh and Matt reflecting on their resolutions for 2024, which they set at the beginning of the year. The conversation revolves around their progress towards these goals and the broader themes of personal and professional development. They decide to discuss their resolutions from episode 330 and evaluate their progress.

Matt's first resolution is to enhance POC University, a program he leads, by improving its website, user experience, and interface. He provides updates on the steps taken, such as creating a new website on Patreon and gathering feedback from members.

Josh's first resolution involves building partnerships and enhancing guest experience initiatives in his consulting business. He discusses his efforts to extend workshop engagements beyond one-time events by establishing partnership programs with attractions.

Matt's second resolution is to prioritize his health after undergoing quadruple bypass surgery. He shares his progress in adopting healthier habits, including exercise and dietary changes, leading to weight loss and improved well-being.

Josh's second resolution focuses on refining his public speaking skills, particularly by enrolling in stand-up comedy classes at Second City. He describes the nerve-wracking yet rewarding experience of performing a five-minute set at a student showcase.

Matt's third resolution involves sharing his surgery experience to help others and integrate its lessons into his coaching and training work. He emphasizes the importance of storytelling and leveraging personal experiences to connect with others.

Josh's third resolution involves organizing in-person events, such as meetups and a potential leadership conference for AttractionPros. He discusses ongoing discussions and plans with Matt to make these events a reality.

We encourage you to reflect on your own resolutions and we’d love to hear your updates! Let us know by commenting on LinkedIn, X, Facebook, or Instagram.

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Mike Rotondo is the CEO of Altitude Trampoline Parks. With a background in various franchise industries, including Tropical Smoothie and Edible Arrangements, he brings a wealth of experience to his role. Since joining Altitude in 2019, Mike has primarily focused on franchise growth through enhancing the company’s processes that ensure consistency of brand standards across all locations. In this interview, Mike talks about the balance of art and process, avoiding brand creep, and pushing for what's possible.

The balance of art and process

“How can we take the daily operations of this park and really make it as manageable and as teachable and as scalable as we can?"

Maintaining consistent standards is crucial, but so is allowing frontline team members to infuse their authenticity into their roles. Mike emphasizes the importance of creating an environment where employees feel comfortable being themselves while adhering to company guidelines. By blending standardized processes with individual expression, Altitude cultivates a unique and welcoming atmosphere for guests, ensuring an enjoyable and memorable experience for everyone.

Avoiding brand creep

"Stay in that space; be who you are."

Mike highlights the challenge of maintaining brand identity while innovating. He stresses the importance of staying true to the core brand values and avoiding dilution by pursuing ventures that deviate too far from the brand's essence.

In particular, Mike shares insight into the growth strategies of Indoor Active Brands, Altitude’s parent company, that is venturing into the Pickleball business. Entertainment centers focusing on Pickleball are an emerging market at the time of this interview, and their unique nature balances social “eatertainment” with an active sport, making it different from other location-based entertainment concepts such as bowling, golf simulators, and social driving ranges. This requires an intentional focus on what the experience is and is not, and not adding elements unless they have a direct purpose.

Pushing for what's possible

"I'm not interested if this is realistic. What I'm interested in is, is it possible?

Mike encourages a mindset of pushing boundaries and exploring possibilities. He challenges his team to think beyond constraints and consider what could be achieved if limitations were removed. By fostering a culture of innovation and pushing the boundaries of what's deemed possible, Altitude aims to stay ahead in the competitive market.

To learn more about Altitude Trampoline Parks or get in touch with Mike, visit AltitudeTrampolineParks.com, or email Mike at Mike@atphq.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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This minisode discusses the concept of The Hospitality Mentality within organizations through a real-life scenario at a grocery store. Matt recounts a positive interaction with a cashier, who engaged in conversation with him and offered a better deal on blueberries. However, the interaction turned sour when Renee's manager interrupted to discuss watering plants, disrupting the positive atmosphere.

Matt and Josh dissect the incident, emphasizing the importance of coaching team members while keeping them accountable without compromising guest experiences. They stress that The Hospitality Mentality should extend to all employees, regardless of their position within the organization. Their discussion concludes with reflections on the significance of tasks typically out of guests' view and the importance of managers prioritizing guest interactions over administrative tasks.

We want to hear from you! How can leaders ensure they don’t disrupt a guest experience in action? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.

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Mike Lusky is the Group General Manager of Adventureland Resort, Altoona, IA. With over three decades in the attractions industry, his journey began at Geauga Lake in Ohio, where he started as a taffy puller at the age of 15. Over the years, Mike has worked with industry giants like Six Flags and Great Wolf Lodge, honing his leadership skills and shaping his management style. In this interview, Mike talks about embracing history, shifting culture, and the importance of mentors.

Embracing history

"One of the things I've seen most effective through any of the organizations that I've worked in is when you're able to connect the employee and their benefits to the ultimate goal."

Mike emphasizes the importance of connecting the past with the present to foster a sense of continuity and pride among employees. By acknowledging and celebrating the history of Adventureland Resort, Mike believes it creates a deeper connection with both employees and guests, enhancing the overall experience.

Shifting culture

"Keeping [employees] in a positive mindset, giving them the right accolades when necessary, that's a big part of the strategy here is just that acknowledgment and kind of immediate reward."

Mike emphasizes the significance of fostering a positive work culture by recognizing and rewarding employees for their contributions. He believes that by prioritizing employee satisfaction and well-being, it translates into better guest experiences and ultimately drives business success.

The importance of mentors

"There's no way you would have been able to come up with your leadership style on your own."

Mike underscored the pivotal role of mentors in shaping leadership styles and navigating challenges in the attractions industry. He highlighted the value of seeking guidance from experienced professionals who can offer insights, support, and feedback. Through mentorship, leaders can refine their skills, make informed decisions, and cultivate successful careers.

Contact Information:

Adventureland Resort - AdventurelandResort.com

Email: Mike.Lusky@palaceentertainment.com

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

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Melissa Oviedo is the Chief Business Officer of BMorrow Productions. Melissa brings a rich background in the attractions industry, having previously worked with Nassal, where she honed her expertise in project management and strategic development. Now, as the Chief Business Officer of BMorrow Productions, Melissa spearheads initiatives aimed at driving innovation and fostering growth within the company's diverse portfolio of projects. In this interview, Melissa talks about sustainable growth, building perspectives, and asking the right questions.

Sustainable Growth"Sustainable growth isn't just about numbers; it's about creating a lasting impact that benefits not only the business but also the environment and the community it serves."

Melissa emphasizes the importance of sustainable growth in her role with BMorrow Productions and discusses strategies for maintaining steady progress while ensuring long-term viability. Melissa advocates for a holistic approach that considers environmental, social, and economic factors. She highlights the significance of fostering relationships with local communities and minimizing ecological impact. Furthermore, Melissa delves into the role of innovation in driving sustainable growth, stressing the need for continuous adaptation and improvement.

Building Perspectives"Diversity in perspectives isn't just a buzzword; it's the key to unlocking innovation and driving meaningful change within our industry."

Melissa underscores the value of diverse viewpoints in enhancing creativity and problem-solving. Melissa emphasizes the importance of fostering an inclusive environment where all voices are heard and respected. She shares insights on leveraging differences in perspectives to drive innovation and enhance guest experiences. Melissa also discusses the challenges and opportunities associated with building perspectives within a rapidly evolving industry landscape.

Asking the Right Questions"The ability to ask the right questions isn't just about seeking answers; it's about challenging assumptions, exploring new possibilities, and ultimately, driving strategic decision-making."

Melissa discusses the significance of asking the right questions to drive strategic decision-making. She emphasizes the importance of curiosity and critical thinking in identifying opportunities and mitigating risks. Melissa shares practical tips for refining questioning skills and encourages professionals to challenge assumptions and explore alternative perspectives. She emphasizes the role of asking the right questions in fostering a culture of innovation and continuous improvement.

Contact Information:

Melissa Oviedo

Email: melissa.oviedo@bmorrowproductions.com

BMorrow Productions

Website: www.bmorrowproductions.com

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Scheduling and correspondence by Kristen Karaliunas
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Denise Beckson is the Vice President of Human Resources and Government Relations at Morey's Piers in Wildwood, NJ. With a wealth of experience spanning various roles within the attractions industry, including waterpark operations and lifeguarding, Denise brings a unique perspective to her current position. In this interview, Denise talks about first jobs, recruiting as sales, and government relations.

First jobs

"Today's youth, a lot of them want to work somewhere that there is a social give back."

Denise Beckson is deeply passionate about youth employment and its benefits. She emphasizes the importance of instilling a strong work ethic and sense of responsibility in young individuals. By showcasing well-known figures like Steve Jobs and Elon Musk, who started working as teens, Denise aims to highlight the value of early work experiences. At Morey's Piers, she orchestrates campaigns that not only attract attention but also promote the idea that jobs can be enjoyable and meaningful. From bumper car advertisements featuring prominent individuals to campaigns tied to local charitable causes, Denise ensures that recruiting efforts resonate with the target audience while aligning with the company's core values of fun and community engagement.

Recruiting as sales

"It's important in the recruiting field to make sure you're setting it apart, but you're being true to what it is that you do."

Denise's approach to recruiting transcends conventional methods by treating it as a sales endeavor. She believes in creating memorable experiences and fostering brand recognition to attract potential employees. Morey's Piers employs creative strategies such as utilizing edgy imagery, leveraging social media trends, and collaborating with local charitable organizations to make their recruitment campaigns stand out. By integrating elements like visual billboards and engaging social media content, they not only draw attention but also convey the message that working at Morey's Piers is both fun and socially impactful.

Government relations

"It's important that you understand what you're advocating for in the operational side of it."

In her role overseeing government relations, Denise is a fervent advocate for the attractions industry within legislative processes. She emphasizes the importance of understanding how regulations and policies affect employees, guests, and businesses. Denise encourages individuals to get involved in government relations by staying informed about local, state, and federal legislation. Whether through attending council meetings, joining advocacy committees in industry associations, or participating in political affairs conferences, she believes that collective action and informed engagement can influence policymakers and shape favorable outcomes for businesses and communities alike.

To learn more about Denise Beckson and Morey's Piers, visit the company's website at www.moreyspiers.com. To connect with Denise personally, she can be reached via email at denise.beckson@moreyspiers.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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The AttractionPros Podcast has reached another milestone! After nearly seven years, we are thrilled to reach episode 350. To recognize how far we’ve come since 2017, we put a call out to our audience to share what they have learned from the podcast that has helped them in their business, network, or career. With the hundreds of guests who have been on the show from every corner of the attractions industry, the takeaways are wide and diverse. Matt and Josh also share several things that they have learned as well from producing this podcast every week for 350 weeks. In this episode, the AttractionPros community shares what they have learned from the show.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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James Jensen is the founder and CEO of JUMP, the world’s first wingsuit base jumping simulator. If you have ever dreamed of flying like Superman, but don’t have the time, ability or finances to do it for real, this hyper-realistic simulation might be for you. Early in his life, James began oil painting like his father. Later when he discovered computers, he was happy to locate the undo button and that is what spring boarded his career as a designer. From there he opened his own design agency where he worked with actors on specific sets and green screens, and it wasn’t long after that that he founded the VOID, another immersive attraction. That then led to the founding of JUMP in 2022. In this thought-provoking episode, James talks about going into the future, transformational experiences, and that fear is an illusion.

Going into the future

“In late 2016, I imagined going to JUMP, and what that would be like as a customer.”

James didn’t realize that he and Nicola Tesla had something in common… they would both image their projects or products as they would be in the future (before creation). In James’ case, he mapped out the customer journey and the experience based on the vision of what he saw in the future.

He also wrote a customer review of that imagined experience, which ultimately turned into a guide for his team about what they were trying to create. It directly impacted marketing, the design of the attraction, and how they were trying to make the customer feel throughout the process.

Transformational experiences

“We want you to know one truth. You’re standing in an airplane and you’re about to jump out 15,000 feet to the ground.”

Base jumping in a wingsuit would likely be a transformational experience. As a human, you would have done what very few others have the time, budget, or desire to do, but it would be something you would never forget and you would likely look at life from a different perspective.

The hyper-realistic experience of JUMP, while a simulation of that base jump, aims to be just as transformational because you believe you did something unbelievable. Pulling back the curtain on how JUMP does it, James says a huge part of the experience is to remove all evidence of other input you might notice. Nothing can break the illusion of your new “truth,” that you are about to fly!

Fear is an illusion

“It’s your moment to jump past that [fear] and see success.”

James tells us how when someone is getting ready to jump at JUMP, they are standing at the edge of the airplane, the wind is hitting their face, and they feel the real fear of being unsafe, or that something is about to happen and they need to protect themselves. The “fear state” is created not by what is really happening, but what we project might happen and we feel that fear in the moment.

James hopes that by allowing people to experience fear, and then jump past it in a safe place, people will take not only the experience, but the learning with them. This can help people be more productive and effective as they reevaluate situations in their own lives where fear might be holding them back.

To learn about JUMP, visit https://www.limitlessflight.com/ or follow their social media accounts: Instagram, Facebook, TikTok, Twitter (X).

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Steve Balliet is the Senior Manager of Hershey’s US Owned Retail in Hershey, PA. In his role, Steve runs both Hershey’s Chocolate World locations, with one in Hershey, PA, and one in Times Square in New York. Steve began his career at Dorney Park as a seasonal supervisor where he found his passion for the business, particularly in leadership. Later, Steve took an opportunity to move to Hershey, where he has been for more than 20 years. In this interview, Steve talks about working for a purpose, from the bean to the bar, and transformational leadership.

Working for a purpose

“When you think about Hershey, you think about fun, you think about chocolate, and you think about kids.”

The Milton Hershey School, founded in 1920 by Milton Hershey, is a boarding school for orphan boys. Currently, the school serves thousands of underprivileged kids from all around the country from kindergarten through 12th grade. The school is funded by the Hershey Company and Hershey Entertainment & Resorts in perpetuity.

For Hershey employees, whether they work in the theme park, hotel, factory, or any other business entity, they get to come to work every day knowing that their work serves even more than a profitable business, but that it truly goes to a cause that helps so many people in need.

From the bean to the bar

“Our stories are rooted in reality and authenticity.”

One of the most iconic aspects of Hershey’s Chocolate World is being able to take the factory tour, a dark ride that takes riders through the story of how chocolate is made. Steve refers to it as being an immersive experience, as it brings guests into a compelling story that is both educational and entertaining.

The factory tour was part of Milton Hershey’s vision of being able to showcase how the product is made to demonstrate the high-quality standard that goes into each and every piece of candy. In the 1970s, the popularity of the tour prompted the creation of Hershey’s Chocolate World to create the tour as a standalone experience. Over time, the ride has been updated to reflect continual changes to the story; however, the original track layout and ride system remains unchanged.

Transformational leadership

“My day exists to make my team look good.”

Steve refers to himself as a transformational leader and is passionate about developing the individuals in the teams that he supports. Steve defines transformational leadership as taking complex ideas and making them simple so they can be understood and implemented with ease.

Transformational leadership also incorporates continuous improvement. Steve stresses the importance of failing fast and learning from mistakes in the interest of growth and continual development. Steve says that you should strive to make the guest experience a little better than the day before.

To learn about Hershey’s Chocolate World, visit www.chocolateworld.com. To connect with Steve directly, you can email him at sballiet@hersheys.com.

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Björn Ingi Knútsson is one of the major reasons that Matt and his friends had such a positive experience in Iceland. He was the group's tour guide and was instrumental in either setting up or influencing many of the “Lessons from Iceland” Matt talked about in Episode 340. Bjorn is a native Icelander and has tremendous experience within the business and hospitality sectors, both in Iceland and around the world. He became a tour guide later in life when he was looking for something fun to do. He is also a certified wine expert and runs an attraction of his own, Vínskólinn Við Vatnið, which translates to “Wine School by the Lake”. In this episode, Bjorn talks about Icelandic tourism, conquering yourself and managing logistics.

Icelandic Tourism

“We have way more tourism in the Southwest of Iceland.”

Compared to the US, Icelandic tourism is in its infancy. In fact, the majority of tourists who come to visit Iceland stay in the Southwestern corner of the country, which is where you find the major airport, the capital city of Reykjavík and destinations like the Golden Circle and the Blue Lagoon Spa. But if you venture out to the East and North, you will encounter unparalleled (and undisturbed) beauty.

Icelandic tourism has gotten major boosts from a few things over the years. First, a volcano that erupted that drew people to the area, and second, a marketing campaign that highlighted Iceland as a convenient stop-over between New York and Europe. Of course, not every Icelander is keen on turning their home into a tourist destination. Bjorn told us of two farmers who owned the property on either side of a canyon. One embraced tourism, the other did not. It’s unfortunate, Bjorn said, because the farmer with the better view is the one who is against the influx of tourists.

Conquering yourself

“I have a mindset that I need to go outside of my comfort zone and tackle things.”

Bjorn has accomplished a lot in his life, both personally and professionally. From beating cancer to starting a new career late in life, Bjorn knows what it’s like to either be pushed out of his comfort zone, or to push himself beyond his current limits.

When Bjorn decided to test for his wine certification, he felt it was like going back to school. But, he said, in those situations you just have to read, research and learn in order to be ready for the next challenge. In many ways, Bjorn was inferring that we have to conquer our present self to grow into our future self.

Managing logistics

“Instead of calling Ops to do things, you take matters into your own hands.”

Whether directing the operations of Iceland’s largest airport or executing a tour for 18 people, Bjorn emphasizes the importance of personally managing the logistics that matter to the end user's experience. For example, in Iceland, the weather can be unpredictable, so it’s imperative to look ahead, use your resources and make contingency plans.

Even on Matt’s tour, there were sights and experiences that they had to miss because of closed roads. Luckily, Bjorn looked ahead, knew of some alternative options and made a plan. The result was a seamless, and extremely enjoyable, experience.

To learn more about Bjorn and his wine school, check out Vínskólinn Við Vatnið.

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Zach Blutner is the Managing Director of Inter_. Zach has built his career in tourism, museums, attractions, and experiences, all in New York City. Inter_ is an AI-led immersive experience. The experience is led by “I,” who is from the future and has returned to tell guests what it has learned. Guests visiting Inter_ get to interact with projection mapping, interconnected orbs, an interactive floor, and visually stunning interactive elements that often connect to a deeper meaning, message, or story for guests to explore. In this interview, Zach talks about the Interverse, layers in storytelling, and creating a sandbox.

The Interverse

“Interactive immersive experiences aren’t a new concept, but it’s a term that’s become hot now.”

When people think of immersive, they think of one giant room with projection mapping. While that is one avenue of immersive entertainment, Inter_ combines many elements into what Zach describes as “interversive.” This includes projection mapping, but multiple elements for guests to explore and interact.

Inter_ then fuses physical and digital art, resulting in the term, “phygital.” This creates an environment where the guest feels like they are the main characters in a movie, where they want to both participate and take photos and videos to share the experience with others.

Layers in storytelling

“The approach that I've had to experiences for many years is to create layers in your storytelling.”

Each immersive attraction is unique in its own way, and they all seek to tell stories. Someone can visit Inter_ and experience it on the surface level and feel satisfied with their experience, whereas others can go deeper into the message and story that they seek to deliver, which extends far beyond their visit.

The main focus of Inter_ is to demonstrate that we are all connected and we are all one. This can be sensed through the multiple layers of storytelling that Inter_ delivers, allowing guests to interact with one another, even if they didn’t come together, to go as deep as they’d like into Inter_’s message.

Creating a sandbox

“If they know what the rules are and they know what the objective is, then they’re good to go.”

When discussing Inter_’s employee culture, Zach shares his philosophy of creating a sandbox, which focuses on making sure that team members are comfortable, and that they have the tools to engage within the experience. Leadership should provide them with the guidelines and areas that are required, and then let them explore their unique capabilities within the sandbox.

This mindset originated when Zach was a tour operator, where he said he never created a script for tour guides. While the parameters should be put in place for what’s required, all team members should be encouraged to be their authentic selves. If it is not authentic, guests begin to disengage, which negatively impacts their overall experience.

To learn about Inter_, you can visit interiam.co, or follow them on LinkedIn, TikTok, or Instagram. To connect with Zach directly, you can reach out on LinkedIn.

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We’re in the business of creating memories that last a lifetime. While that’s a nice, feel-good statement, it’s also the attractions industry’s business model. Once a guest leaves an attraction, their biggest takeaway is the memory of their experience, and our goal is to turn that memory into action: planning to visit again and influencing others to visit as well. And one of the best ways to solidify a memory is by capturing photos and/or videos of your guests.

It may seem like a simple act of courtesy, but in this “minisode,” Matt recalls moments from his recent trip to Iceland where he offered to take photos of other tourists, which sparked memories for him from doing the same thing for guests while working in theme parks. Offering to take a photo initiates an interaction, which allows for personalization, and therefore creates a moment that is greater than the photo itself.

Matt and Josh break down the benefits of capturing photos and videos of guests, and how they enhance the guest experience. The first is the photo itself, which, when taken by an employee, allows for the full group to be present and creates a higher-quality photo than a selfie. It also allows the employee to use their proficiency of their surrounding area, which is exemplified by Josh sharing how he took photos of guests during the fireworks in the Magic Kingdom when he worked in Tomorrowland. It also allows for the team member to build rapport with guests, learn about where they’re visiting from, and exceed the guests’ expectations, even if only by a small amount.

We want to hear from you! What seemingly small interactions can you have with your guests that have a large impact? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.

By the way, when taking photos of guests with their smartphones, please a) focus the picture to ensure that their faces aren’t blurry, and b) do not take 50 photos and hope that one of them comes out great. They’re usually all garbage. Just take a few, and make them count.

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Jill Raff is the Founder and CEO of the Jill Raff Group, where she helps organizations work from the inside out by focusing on the employee experience, which leads to an excellent customer experience. Jill grew up in the restaurant business and is a columnist for Nation’s Restaurant News. Today, Jill helps companies attract and retain the right people who align with their core values, making them the employer of choice and a company worth talking about. In this interview, Jill talks about expectations management, screening for values, and reacting vs. responding.

Expectations management“Without proper expectations management, people are going to project what they think on a scenario or how they are supposed to work.”

The idea of expectations management applies equally to the guest and employee experience alike. If a business is understaffed, the simplest way to communicate it to guests is that operations are reduced because of lower staffing. However, by going deeper into why staffing is not as strong as it should be, you can communicate to guests that they have yet to find the right candidates to fill positions and that they won’t compromise on the experience just so they can be fully operational.

Expectations management also can be looked at in comparison to wages, which have increased substantially for the majority of the industry in recent years. One school of thought suggests that higher wages should naturally assume a higher expectation of their performance, but it must be looked at in the context of what they are already responsible for and what additional responsibility they may take on. Training also plays a critical role, because if you pay employees more and expect more from them but don’t put in the effort to invest and train them on their increased standards, the pay increase will likely not yield an increase in performance.

Screening for values"You can't just hire people that you like and want to go to dinner with. They have to align with your core values."

To properly screen for values, Jill recommends role-playing and putting candidates in situations to observe how they act in certain circumstances they are likely to encounter on the job. Ask how they would handle certain scenarios or if they have had similar circumstances happen before, and if they haven’t, how would they act?

Judgment should not be made directly from their responses, because anyone can be trained and taught to act in accordance with the organization. However, these exercises allow recruiters to screen for character and how they truly feel serving other people, not just because they are getting paid to do it.

In some cases, if the need for staffing is critical and it is unclear if certain individuals align with the organization’s values, leaders can take on a new employee as a project to bring up to the standard of the organization and focus on their continual development. However, if they do not rise to the standard expected of them, it can be a detriment to the morale of high-performing team members who see that the standard is not being met by their coworkers.

Reacting vs. responding“Do they react or do they respond? There’s a big difference between those two.”

When screening for values, Jill notes the difference between reacting and responding to certain circumstances. When we react to something, it’s an immediate emotional reaction. With a response, we take a moment and think about what they said, and come at it with an emotionally intelligent response.

A reaction is a knee-jerk response that does not consider other factors, such as what else is happening whether during that day or in that individual’s life. To properly respond, individuals must pull back and look at all of the other factors that go into the moment that they are responding to.

To connect with Jill, visit www.jillraff.com, send her email at jill@jillraff.com, or connect with her on LinkedIn.

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The “desperation hire,” also referred to as the “pulse test” or the need for “warm bodies” (please stop calling it that), is a challenge often faced throughout all areas of the industry, regardless of attraction type or geography. When staffing crunches hit, organizations scramble to fill positions quickly, which risks compromising standards and expectations in the interest of having a complete schedule.

In this “minisode,” Matt and Josh share suggestions for minimizing the desperation. This includes adjusting operating hours to meet available staffing resources and reducing areas where staff is necessary. Additionally, organizations can plan to over-recruit by expanding the pool of applicants needed to fill vacant job openings, implement routines to always be recruiting (ABR), and streamlining their onboarding process so that new hires can ramp up quickly and gain proficiency in an efficient manner.

We want to hear from you! How are you avoiding the desperation hire? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.

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Jon Pausley is the CEO of Arnolds Park Amusement Park, a gem of a location found in the Northwest corner of Iowa. In addition to the amusement park, the property also contains a shopping and dining district, a scenic boat tour on Lake Okoboji, a beach, 3 museums and indoor and outdoor concert venues. Jon’s attraction industry story dates back to growing up in Ohio where his family had season passes to Kings Island. He credits those early experiences with defining his love for the business and even said as a young student that he thought it would be fun to run an amusement park. Now with a Masters in Leadership, Jon applies a wealth of knowledge to his role of leading Arnolds Park into the future. In this interview, Jon discusses generational loyalty, leading with positivity, and familiar but better.

Generational Loyalty"The attractions industry is a people business."

There aren’t many 100+ year-old amusement parks left in existence in the United States. Arnolds Park is one of them, which means they have been entertaining visitors for many, many generations. By large accounts, the people who come to the park do so because their parents, grandparents, or great-grandparents started the tradition.

Jon emphasizes that it’s the people, and all of their experiences, that draw his attention regarding the past, present, and future of the business. In order to understand what the business needs to survive and to inspire many more generations of families flocking to Arnolds Park, you have to understand people, what makes them tick, and how they think.

Leading with positivity"If your employees are valued, seen, and heard, they'll pass that along to the guest."

Jon has taken a collaborative approach to leading the teams at Arnolds Park. He recognizes that he doesn’t have all of the answers, and he must surround himself with leaders who can make up for his shortcomings. For example, Jon states he is a big-picture, futuristic thinker, so he must surround himself with managers who can thrive in the day-to-day.

Jon shared that he and the team came up with a “Team Affirmation” which is a statement of intent regarding how they want to do business. It's recited by everyone at each team meeting, which keeps the ideas top-of-mind. As they go through their day, individual leaders can assess their own behavior to determine if they are upholding the affirmation or not.

Familiar but different"Nostalgia is a powerful thing."

Along with generational loyalty, you also get people who recognize when things change but may not always be happy about it. The phrase, “This isn’t what it was like when I was a kid” is actually something Jon loves to hear - because if he’s doing his job, then it SHOULDN’T be like it was 20 or 30 years ago.

At the same time, Jon is not looking to reinvent the experience such that people don’t associate it with the memories of their past. That’s where the mantra “familiar but better” comes from as it reflects the idea that we will preserve the feeling that your memories invoke, but will constantly work to make the actual experience even better.

To learn more about Arnolds Park, visit them on their website and also Facebook and Instagram. To find out about the music happening at Arnolds Park, check out roofgardenballroom.com. Jon can also be found on LinkedIn.

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Do you check your email when you’re out of office? That was the question discussed in this week’s “minisode,” where Matt reflected on his trip to Iceland and pointed out times when he responded to messages, even though his out-of-office reply suggested that he wouldn’t. This led to a conversation about how we, along with attractions industry leaders, strive to communicate while they are off property, on vacation, or otherwise out of office.

We want to hear from you! What’s the best way to be out of office? Do you occasionally chime in, or do you shut down notifications altogether to be fully inaccessible? Let us know by chiming in on LinkedIn, X, Facebook, or Instagram.

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Lessons from Iceland

When you think about vacation spots, Iceland may not come up on everyone’s to-do list, but it did for Matt and a group of friends from his neighborhood. They wanted to experience the Northern Lights, Icelandic food and culture, and take in the beauty the country has to offer. In this episode, Matt and Josh discuss some of the experiences Matt and his friends had and how they relate to business and life.

The first thing Matt and Josh discussed was a hot dog. Yes, a hot dog. As Matt and his friends researched things to do in Iceland, they kept hearing about this special hot dog that you could only get in Iceland, so they had to seek it out.

It was a good hotdog, but the bigger lesson has to do with marketing and hype. We’ve all had hot dogs before, but the hype and attention this hot dog got made them think it was pretty special! If you believe in your product and tell a good story, people will want to seek you out.

The next lesson also had to do with food, but this time it was the premium experience created by the staff at the Fish Company that elevated the dining experience. They took the time to explain each dish as they served them, which not only helped understand what they were eating, but also gave them something to talk about as they discussed our meal later. It was this detail that took an excellent meal and made it truly memorable.

If you are going to walk on a glacier (a solid sheet of ice), you need special add-ons to your footwear. In a few places, crampons, or spikes were given out to put on your shoes to help navigate the glacier. The problem is that when most people walk on ice, they naturally walk with a little more care and caution than they would on normal ground. It was that the tour guide advised the group to walk normally, otherwise the crampons wouldn’t grip the ice and it could be treacherous.

There are many business and life lessons to be taken from trusting your crampons. The ability to trust your judgment or to trust a process takes the same mindset as trusting your crampons. Sometimes you have to let go and believe that you, your judgment or the process are going to lead to positive outcomes.

While on the glacier, the group also got to experience naturally occurring ice caves that constantly change with the weather. No two caves are the same, nor will they be the same a few days later. The experience of hiking in these caves was truly immersive, and leads to the question… can manufactured attractions compete with naturally occurring immersive locations. There is no “it makes you FEEL like you are there” vs you ARE there. But maybe “competition” isn’t the goal. Maybe it’s to provide an experience for people that will never go to Iceland, or to explore worlds that are literally only in our minds.

The last lesson has to do with service recovery. In two instances, when faced with a guest service situation that needed to be solved, the people responding to the situation said, “It’s not fair that this happened”. That response was the precursor to taking a human-centered approach to fixing the problem and doing what was right for the situation and the guests.

If you have been to Iceland, or if you have comments about the lessons we took away from the experience, please let us know. You can email us at attractionpros@gmail.com, or find us any of the socials.

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This episode started with a question about what we as an industry might be lacking compared to other industries. It just so happens that Josh and Matt were talking about premium experiences just before recording, so that happened to be on our minds. In this episode, we talk about possible enhancements attractions can make to premiumize both the guest and employee experience.

At its core, a premium experience is based on three things: exclusivity, efficiency and personalization. With that in mind, we brainstormed a few ways to include those in our offerings to guests and employees.

For example, what if guests who opted for a premium experience not only had a special parking pass, but a separate lane to bypass all other traffic? Or better (or even more premium) yet, what if a van or limo arrived to pick the guests up and bring them to the park? Would THAT feel like a premium start to the day?

We also talked about this for employees, and discussed that what employees really crave is to be heard, valued and know that they have a future. From our experience, there are a lot of employees that would consider these foundations of the employee experience to be premium - IF done on a consistent basis.

The real challenge for many attractions is looking at the business differently. Taking a strategic look at every phase of the guest or employee journey to determine if there is more that could be done - and the answer is YES! There is no plateau to hospitality or service that we extend to the people we care about.

If you have initiatives that add premium touches to the guest or employee experience, we’d love to hear about them and possibly feature them on a future follow-up episode of the podcast. You can email us at attractionpros@gmail.com, or find us any of the socials.

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Deborah Eicher is the International Sales and Marketing Director for RES Rides, a Swiss-based rides manufacturer known for creating unique experiences. Deborah began her career in the fashion industry after getting a business degree from the University of Iowa and later moved into banking and finance. When Deborah moved to Orlando to be closer to family, she was hired as Operations Manager for Flight Avionics (now Pulseworks), where she operated flight simulators on aircraft carriers and museums. During that time, Deborah was quickly promoted to Vice President and then President and COO, and grew the operation from one location to twenty. Ten years later, she was offered the opportunity to join the photo retail provider Picsolve (now owned by Pomvom) as President and COO, where she achieved stellar results, specifically for photo sales at Merlin’s midway locations. In 2014, Deborah moved to the UK and focused on RFP development for manufacturers and suppliers, where she connected with RES Rides which led to her role today. In this interview, Deborah discussed building unique rides, mentoring young talent, and future-proofing.

Building unique rides"Globally, everybody is looking for a new experience."

RES Rides was formed in 2015 by Willy Walser and Roman Rothe. The founders had extensive experience installing rides around the world and determined that an opportunity existed to introduce new ride types to the marketplace. This led to the development of rides like Rollerball which takes up a small footprint with a vertical lift hill, and Canyon Slide Rapids with the highest drop on a raft ride in the Western Hemisphere.

Most recently, RES Rides won a Brass Ring Award in 2023 for Crazy Professor, a vertical dark ride, at Conny-Land in Switzerland. The attraction features a multimedia experience that includes immersive theming and a pre-show that explains the backstory. Upon boarding the tower in a 10-seat gondola, the story unfolds through sensory elements including back jabbers, fog, and tilting seats, and by the time they get to the top of the tower, the experiment goes wrong and riders drop into a 20-meter freefall.

Mentoring young talent"If you ask someone to be a mentor, it's very complimentary for that person."

Deborah stresses the importance of finding mentors to help guide you throughout your career. For more than 10 years, Deborah sat on the board of the IAAPA Foundation, where they launched a scholarship program to help young professionals gain an education that will grow their careers in the industry.

Additionally, this interview is personal to Josh, because in 2011, Deborah hired Josh as Site Manager for Picsolve’s operation at LEGOLAND Florida. Deborah shares stories that she recalls from Josh’s time as a young leader, and Josh shares lessons he recalls from his time working with her.

Future-proofing"Hire people that are better than yourself."

When Deborah worked in fashion retail, she was required to set up an operation and then expected to leave it in a short period of time to move on to the next. This required her to replicate herself in order to future-proof the operation. This way, when she left, whether it was within the company or moving on to something else, she left it better than when she started.

Future-proofing involves delegation, understanding the metrics, and creating systems that will allow the operation to thrive. It requires setting best practices and continually fine-tuning them for success, and relying on the process, rather than an individual in particular, so that leaders can duplicate the success.

To learn more about RES Rides, visit their website or their YouTube channel. More incredible and unique concepts are coming in the pipeline, so be sure to stay tuned!

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Dr. Patty Mason is a tax expert & financial consultant who not only supports businesses through sound finance advice and guidance, but also consults with executives about business vision, leadership, and employee engagement. A CPA by trade, Patty is someone who enjoys figuring out complex problems and helping business owners make the best decisions possible. In this fascinating interview, Patty talks about a holistic approach to finance, an abundance mindset, and transformational leadership.

A holistic approach to finance"If you don't have financial literacy, you'll make decisions based on what may or may not be best for you."

It’s not just the bottom line, it's not just the top line. It’s a 360-degree approach to the financial side of business and life that drives financial literacy and well-being so individuals can live a purposeful life.

Patty emphasizes the importance of education because of the various laws and approaches to finance so that both employees and business owners feel empowered to make the best decisions possible. She starts with a framework of ⅓ for today, ⅓ for tomorrow, and ⅓ for retirement. Her clients who embrace this formula thrive in both the short and long term.

An abundance mindset"An abundance mindset is not afraid of the downturn."

When asked about her advice for companies who are noticing a downward trend in their business, Patty doesn’t advocate for cutting corners or blind investments. Instead, her advice is to diversify and focus on production. In other words, embrace an abundance mindset.

An abundance mindset will drive people to find other lines of business, new ways to make money, and serve the needs of their clients or guests. Of course, it also helps if you follow Patty’s other advice about planning for any downturn with savings that can help you weather the storm.

Transformational leadership"Make them fall in love with the vision."

When advising clients, Patty likes to start with the leadership style because leadership is critical to creating an environment where opportunities are created and team members thrive.

Transformational leaders empower, motivate, and inspire employees to produce. Patty is a strong believer that this style of leadership is the most compassionate way to get your team to work and is what all leaders should aspire to to be truly successful.

To learn more about Patty, visit her website here. She can also be found on Instagram and LinkedIn. Her phone number is 321-335-4400.

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Recently, Universal Orlando shared additional details about Epic Universe, scheduled to open in 2025. The news of the upcoming park’s opening sparked a conversation about sustaining guest and employee experience initiatives on a continual basis. Grand openings are often accompanied by fanfare and confetti, but attractions are built for the long term, rather than the initial splash they make. In this episode, Matt and Josh talk about getting past the honeymoon phase, using feedback to drive growth, and moving the goalpost.

Getting past the honeymoon phase"Every day should be a grand opening."

There is substantial effort that it takes to open a large attraction such as a theme park. From construction to marketing and hiring, the majority of work activity is pointed toward the grand opening. Once the grand opening occurs, the initial novelty eventually wears off, and now the team needs to shift toward long-term operations.

However, when guests visit for the first time - even years after opening, the attraction needs to preserve the grand opening feel. For employees, this includes the first-day feeling that they have on their first day of employment, whether it aligned with the grand opening or not. Sustaining the enthusiasm is critical, particularly as employees become accustomed to their work environment, which for them now feels normal, ordinary, and occasionally even redundant.

How can you treat every day like the grand opening for both guests and employees?

Using feedback to make improvements"Ask what can improve the experience, not if anything could improve it."

You should always stay up-to-date on how you are delivering the experience compared to expectations, for both guests and employee experience. Using multiple streams of feedback, you can determine what friction points there are in the experience, coming from the guests or employees themselves. Then, using an operational lens and recognizing that the solution is not always the opposite of the problem, you can implement solutions very quickly that address the perception of the issue, and continue to measure the data to track improvements.

This also requires leaders to look at their environments with a critical eye and not accept mediocrity. Saying “it’s fine” to minor issues is an indicator that a leader will overlook circumstances that will grow into larger problems in the future. Taking care of them immediately ensures a high standard of quality.

Moving the goalpost"Use 'wow' moments to make sure the experience has no plateau."

The guest and employee experience have no limit. The more you drive these forward, the more growth opportunities you have for guest loyalty, including repeat visitation and positive word of mouth, as well as employee loyalty, which includes retention and referrals. Even if you are ranked #1 on TripAdvisor, you can create a larger buffer between yourself and the attraction ranked #2.

The concept of the peak-end rule indicates how we remember experiences. We are most likely to remember the beginning, end, and the peaks that occur throughout the experience. If we strategically orchestrate the peaks throughout their day, we can better ensure satisfaction, and we can continue to iterate new ideas for “wow” moments that can push the experience further.

Even if your attraction isn’t brand new, tomorrow is a brand new day. When you focus on the guest experience and the employee experience, the revenue follows.

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Amanda Verhoff is the President of the Association of Luxury Suite Directors, an organization dedicated to the premium and luxury seating industry that serves sports arenas, theaters and large-scale event spaces. Amanda studied sports management in college and upon hearing a guest speaker, who happened to be the founder of ALSD, raised her hand for an internship and she has been working in the premium seating industry ever since then. Throughout this fascinating conversation, Amanda gives us insight into the premium sports experience, understanding the buyer, and singing the same song.

The premium sports experience“Premium is more than the product, it’s the experience.”

When people think of premium seating, they likely think of the hardware… the loge, skybox, or suite that allows an audience member to view a game or performance from a specific vantage point. Amanda assures us that it doesn’t stop there and that there is a whole host of touchpoints that make up the “experience.”

Food and beverage, entertainment options and transportation services are just some of the ways that premium seating directors infuse luxury into the experience. If at a sports arena, the game for many is the main attraction, but for those in premium seating, it can serve as a backdrop to an elevated event.

Understanding the buyer"It's a tall task to understand the differences between different types of buyers."

Words like premium and luxury are highly subjective. Buyers are judging the level of premium or luxury against their understanding or experience of those situations. From a selling standpoint, it takes skill to understand the buyer's desire for luxury and where it falls on their scale - and it’s not always money-driven.

Part of the tall task of understanding the buyer is the vast difference in opinions and attitudes when it comes to just what luxury looks like. For some, it could be that every detail of the experience is planned and executed by someone else. For others, luxury could mean a decadent dessert presented in an elegant way by the culinary team. It’s the wide-ranging attitudes that keep luxury suite operators on their toes.

Singing the same song"Ticketing, parking, and food & beverage might be different entities, but they need to be singing off the same song sheet."

A premium experience doesn’t just happen because people are in a loge or skybox, it’s as much about the arrival and departure, navigating the venue, getting through ticketing or security, or the food and beverage offerings. This takes a lot of people working in a coordinated effort to pull it all off.

Amanda reminds us that in most cases, the people working in these various positions are actually working for different companies who have different values or processes. The key, she says, is to find the cooperative elements of service that everyone can adhere to in order to create a seamless experience.

To learn more about ALSD, visit their website. To connect with Amanda, you can find her on LinkedIn or email her at amanda@alsd.com.

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Jenny Williams leads attend media, an advertising agency working primarily with cultural and non-profit attractions. As a Media Strategist, Jenny works with zoos, gardens, museums, and aquariums to align their efforts across media strategy and investing in advertising. Jenny began working in media in November of 2007, which is the same time that Facebook launched its advertising platform. Throughout her career, she gravitated toward working with attractions and developed an even deeper niche within non-profit and cultural attractions to help align their advertising around the mission. In this interview, Jenny shares practical advice about putting together an effective media mix, non-profit marketing, and tracking the right metrics.

An effective media mix“You can’t post the same ad across all channels and expect it to serve the same purpose.”

There are so many channels that need to be considered when placing advertisements based on the audience attractions are looking to target and the message they are seeking to convey. While digital marketing, including social media and online advertising, has accelerated in growth, marketers should continue to leverage traditional channels such as television, radio, and billboards.

Through extensive testing and looking at past performance, marketers should evaluate the success of various campaigns, using the data to drive future campaigns into what works best. In particular, influencer marketing has evolved from finding an influencer with a sizeable following to post content about the brand to seeking larger pools of smaller creators and using their content in the attraction’s ads.

Non-profit marketing"People are seeking more organic content. They may not trust when it's perfect and polished."

Jenny describes the difference between nonprofit and for-profit attractions as mission-driven or ticket-driven. While both types of attractions need to focus their advertising on driving attendance and ticket sales, non-profit attractions should focus their message around their mission.

Non-profit attractions typically have a wide channel mix and often can spread themselves too thin. Jenny suggests that non-profit attractions should not spend less than 5% of their budget on any channel. This puts constraints on creative teams for developing assets, limits the ability to do proper testing and find insights, and it dilutes the messaging. Additionally, non-profit attractions should spend at least 10% of their budget on paid social.

Tracking the right metrics“Visitation is the end goal; not a click to the website.”

When you’re building your media strategy and looking at your objectives, it begins with understanding what you’re looking for. It may not be about how many unique households you are reaching, driving traffic to a web page, or even driving online ticket sales.

Depending on ticketing software and advertising channels, attractions may be able to track the performance of their campaigns directly through to ticket sales. However, for channels such as television, radio, and billboard, attractions should align these campaigns to see if website visitation increases or if attendance grows which can be attributed to the campaigns.

To learn more about attend.media, visit their website. Jenny is also co-host of the Marketing Attraction Podcast, which can be found here and on all major podcast platforms.

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Dominic Wray is Parks Director for Vectis Ventures and he oversees all aspects of the operation for Blackgang Chine on the Isle Wight. Blackgang is the oldest theme park in the UK, opening in 1843. Dominic began his career in the property market as an estate agent, then transitioned to banking with a position at Lloyds Bank where he split his time between personal banking and commercial banking clients. It was one of those commercial clients, Paula (who happened to be the HR Director at Blackgang Chine) who told Dominic about this wonderful, fun and fanciful place she worked at and that really appealed to Dom. When the Park Manager role was posted, Dom applied for and got it, and thus began his career of selling fun instead of financial products. In this episode, Dom talks about micro businesses, breaking down silos and leaving the island.

Micro businesses

"You've got lots of micro businesses within it. It's not just one business."

Dom recalls that one of the biggest learning curves he encountered when entering into the attractions business was how the park was actually a collection of micro businesses under the umbrella of the larger business.

Food and beverage, Marketing, Guest Experience, Safety and Retail can all be stand-alone businesses in their own right, but in the theme park industry, they must all work together to achieve the overall goals. And as park manager and now Parks Director, it’s critical he has a working understanding of all of those functions, as well as seasoned leaders who can help advise and direct as needed.

Breaking down silos

"It's healthy to challenge each other in a respectful manner."

In the early days at the park, Dom admits being a little naïve about just how separate the various departments were, and how that impacted productivity, morale, and the guest experience. Dom now attempts to structure his day so that he can give the appropriate attention to each area of the operation, knowing that emergencies can pop up at any time that will pull him away from his agenda.

Having a healthy balance of different viewpoints along with a sense of collaboration along the team helps create culture that doesn’t allow emotional walls or silos become a detractor for productivity. This leads to the team being able to effectively pull together when various events require involvement from many different departments across the property.

Leaving the island

"Both internal networking and external networking can be fantastic for development."

The Isle of Wight is a small island just south of mainland England. To access the island, you must take a boat, which does pose some challenges for residents and tourists alike. That also means that leaving the island can pose the same challenge or inconvenience, but Dom says it’s critical.

When Dom first entered the industry, he attended IAAPA Expo in Orlando and was able to gather some very practical knowledge and experience he could apply to his new role. Likewise, he also encourages his team to attend trainings, conferences, or to visit other attractions to make sure they are continuing to expand their knowledge and experience new ways of doing business.

To learn more about Blackgang Chine, visit the park’s website. To connect with Dominic directly, he can be reached at dominic.wray@vectisventures.co.uk or on LinkedIn.

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Steve Thomas is the General Manager at Belmont Park in San Diego, CA. Steve’s background includes working in oil fields in West Texas and Eastern New Mexico until he decided to move back to his hometown of San Diego in 2017. At that time, Belmont Park had recently been acquired by a real estate developer who had a new vision for the park, which was falling into disrepair. After identifying the challenges needed to make necessary improvements, he took on the role of Maintenance Manager and immediately implemented enhancements. Not long after, he approached the park’s ownership with the interest of becoming General Manager. Since becoming GM in 2018, Steve’s main focus has been on unification, which included acquiring all of the concessions operators on the property and bringing them all under one roof. In this interview, Steve talks about lessons from the oil field, guest centricity, and no paper signs.

Lessons from the oil field"Don't be bitter about spending a little more time in a role. Have patience."

Steve became a Floorhand for a drilling company after finding them at a recruiting event and learned the job from the lowest position in the ranks. After being passed up for a promotion to Driller a year later, Steve was initially disappointed, but he took the next seven to eight months to fully prepare himself for the role. When he got it, his proficiency was even higher than those who had been drilling for years. Steve stresses that patience pays off when it comes to growing in your career.

As a Driller, Steve says he gained valuable leadership lessons that translated into his role today at Belmont Park. When he was promoted to Driller, he found that he was doing the majority of the work because he could get it done better and quicker than anyone else, until he realized that this was the wrong approach. Instead, when he began learning more about what his team member’s best skill sets were, coaching, and operating as a team, their productivity went up substantially.

Guest centricity"Everything that we do is with the guest in mind."

Because of the number of businesses that operated at Belmont Park, Steve said that walking into the park felt more like walking into a strip mall than an amusement park. When your ticket allows you certain attractions but not others, employees are wearing different uniforms, and information is difficult to find, it creates a confusing experience that Steve described as fragmented and broken. By working to acquire all of the concessionaires, not only was it a good business decision, it made for a much smoother guest experience.

When describing his guest experience philosophy, Steve says that his focus is to ask, “What is that extra thing?” at every touchpoint in the park. From purchasing tickets to dining in the restaurants, Steve describes the concept of guest centricity of exceeding expectations and that everything that the park does is with the guest in mind.

No paper signs"There's a lack of care for the guest when there's a crooked paper sign taped to a window."

When comparing Belmont Park to Disneyland, Steve stresses that they can’t compete on the size of the park or the number of rides, but they can compete on guest experience. And part of the guest experience strategy is that there are no paper signs in the parks due to the lack of care that it shows to the guest.

The standard of no paper signs is literal, but also represents the overarching standard. To be considered world-class, you can’t have paper signs taped to a window. This same standard extends into never walking past a piece of trash without picking it up, which helps to align Belmont Park’s definition of world-class.

Having opened in 1925, Belmont Park will be celebrating its 100th anniversary in 2025. While the plans are still coming together at the time of this interview, Steve is excited to be a part of the centennial celebration and is excited to rally the team and acknowledge this historic milestone.

To learn more about Belmont Park, visit the park’s website and follow the park on Instagram. To connect with Steve directly, he can be reached at steve@belmontpark.com.

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Jim MacPhee is a retired Disney legend and renowned author of the book Engage, Inspire, Lead. Starting in the watercraft department on the Seven Seas Lagoon, Jim started with an hourly position and grew with the company, and through mentorship and personal growth, became one of the greatest leaders in Disney history. Jim spent 43 years with the Walt Disney Company, serving the company on both coasts as a Vice President of several parks. Later in his career, Jim led the Next Generation Experience movement, leading to the birth of MyMagic+ and other technology that reshaped the attractions industry. In this interview, Jim talks about navigating life, pushing a wet noodle, and emotional and relational intelligence.

Navigating Life"Define your destination and go. And be nimble and agile along the way."

Jim took many lessons from his first position with Disney and used them throughout his entire career. Reflecting on his experiences in the watercraft department, Jim emphasizes the parallels between navigating watercraft and effective leadership, such as finding the fastest path of travel and working together to create forward momentum.

The most profound lesson Jim learned from his time in watercraft was the skill of navigating life itself. With its various ties to leadership and great lessons in responsibility, Jim’s first position provided a strong foundation for the rest of his career. Watercraft provided a sense of community and allowed Jim to bond with guests and develop a real understanding of the scope and size of the new Disney property.

Pushing A Wet Noodle"If you don't have great relationships, you've got a tough battle ahead."

Jim compares “horizontal work” to pushing a wet noodle, stating that you can’t get anywhere unless everybody is on the same page. The team dynamic and leadership system is critical to the success of a project, and it’s one of the biggest takeaways Jim found in his time with the Next Generation Experience team.

One of the key elements of a successful project is top box sponsorship and great relationships. Jim compares poor leadership to the Liberty Bell, where a little crack in the top can lead to a massive fissure and disconnect in the rest of the team. Jim knows that with strong relationships and clear leadership, those fissures are avoidable.

Emotional and Relational Intelligence"We had to lead with clarity, unity, and agility."

Jim shares that great leaders are built on their emotional and relational intelligence. Being open and vulnerable to feedback contributes not only to the improvement of one’s self, but also to the improvement of the team. Jim also shares that leadership is everywhere, and that leadership can’t exist without the relationships that we build.

Jim shares that much of his success came from the fact that he would get to know people on a granular level, and not just when he needed them to put out fires. By investing in your team and providing an engaging and feedback-based environment, leaders won’t have to worry when they ring the fire bell. Jim boldly shares that good leaders engage and inspire, whereas bad leaders read off the pages and direct, and shares that the four cornerstones to great leadership are relationships, influence, knowledge, and credibility.

You can find Jim’s book Engage, Inspire, Lead on Amazon or at bookstores nationwide. To reach Jim directly, connect with him on LinkedIn.

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Keep connecting with IAAPA in 2024! Join your colleagues and peers at the IAAPA FEC Summit from January 21st to the 23rd in San Antonio, Texas. Or, plan to celebrate the industry’s most significant achievements at the new IAAPA Honors event held in conjunction with the IAAPA North America Summit, March 3rd to the 5th in Las Vegas.

We can’t wait to see you there! Visit IAAPA.org for more information.

As we head into 2024, AttractionPros is proud to present the seventh annual “resolutionary” episode, which sets the stage for the year to come. To go forth, we reflect on 2023 as Matt and Josh discuss not only their personal goals, but goals for the industry as well. As you set your goals for the upcoming year, we hope you discover valuable advice and guidance as we discuss our resolutions, and hope they can provide a great framework to help you achieve your goals for 2024. In this episode, Matt and Josh talk about the power of accountability as they share their goals and resolutions for 2024.

AccountabilityOne of the most powerful forces in life is accountability. Josh shares that announcing his upcoming book on the podcast served as a motivating factor, propelling him to publish The Hospitality Mentality in 2023 and ensure its successful completion. Additionally, because AttractionPros has a strong and growing audience that keeps us accountable, it has helped ensure that every Tuesday since September 2017, there’s been a new podcast for our listeners to hear.

New Year's resolutions often wane or fall short, but establishing not only internal but also external accountability can significantly enhance the pursuit of those goals. This is also incredibly important in our industry, as making sure we hold ourselves accountable ensures that we can deliver great experiences to guests every day of the year.

Josh’s ResolutionsIn 2024, Josh wants to focus more on building partnerships and sustaining guest experience initiatives. Josh shares that throughout his career, he’s often flown out for a temporary time to deliver a workshop, and typically finds himself working in short timeframes. Josh wants to commit more time to growing guest experience initiatives and building more rewarding and long-lasting relationships within the industry.

Josh never expected to become a public speaker, but now finds himself consistently speaking at expos and workshops. Knowing this, Josh wants to commit to becoming a great public speaker in 2024 by taking advantage of the resources around him, such as enrolling in courses at The Second City in Chicago. By finding a unique voice and providing opportunities to laugh, Josh will make sure he’s an even better speaker the next time you hear him.

Josh’s final resolution is that he’d like to hold more in-person events in 2024. After hosting two successful events in 2023 with the AttractionPros meetup and his book launch at IAAPA Expo, Josh has fallen in love with the relaxed environment and opportunities to build relationships and meet people in a setting that doesn't revolve around exchanging business cards. We hope to see you at the AttractionPros meetup in 2024!

Matt’s ResolutionsMatt’s first resolution for 2024 is that he’d like to keep building POC (Performance Optimist Consulting) YOUniversity by getting more help. So far, Matt has ventured on this journey primarily alone, and looks forward to bringing new perspectives not only to execute the next steps, but also create them.

Matt’s second resolution for 2024 is more personal, as he wants to keep committing to his health after receiving open heart surgery. Although several factors are out of his control, Matt realizes there’s still plenty he can do to ensure his well-being. Since surgery, Matt’s been exercising, avoiding fried foods, and working to build great habits that lead to positive lifestyle changes.

Matt’s final resolution for 2024 is that he’d like to make sure he can tell his story when it will make a positive impact on somebody. Matt wants to make sure that this story is a chapter in his life, and not the whole book. By using the story in the right moments, Matt can continue to make an incredible impact on people’s lives.

Resolutions for the IndustryOur first 2024 resolution for the industry is to take care of your people. There are far too many people who feel guilty about taking time off, and too many people who feel like they can’t take care of themselves. By taking the proper steps, Leadership can hold themselves accountable to improving their employee well-being.

Our next resolution is to make exceeding expectations part of the standard operating procedure. When we, as leadership, focus our energy in the right place, we can make sure guests have incredible experiences by training our frontline staff to consistently exceed the expectations our guests have developed.

Another resolution, as shared by Jenn Whitmer in Episode 322, is to not avoid conflict. So many negative aspects of culture, guest experience, and employee experience occur when we avoid conflict. While conversations can be difficult, handling that conflict and acknowledging the issues can help remedy many negative experiences in the workplace.

Our last resolution for the industry is to eliminate the phrase “Let me get my manager.” So many people don’t include complaint resolution/recovery in their standard operation procedure. By allowing frontline staff to resolve complaints and provide a service recovery, the guest and employee can both walk away as winners.

If you have been inspired by our guests to achieve your goals, we would love to hear about it. Please connect with us via Facebook, Linkedin, X, Instagram, or send us an email.

We wish you a happy, healthy, and successful year ahead, and we look forward to bringing you many more amazing guests in 2024!

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Jamie Flaherty is the VP of Business Development and Marketing for Netserv Applications and oversees Tatvam Analytics. As a self-proclaimed “Attractions Ninja,” Jamie has been passionate about guest experience technology since early on in his career when he worked with a startup in college. After selling the startup, he joined the team with Gateway Ticketing Systems, where he was able to work with attractions all over the world for more than a decade. More recently, he joined Netserv to oversee Tatvam Analytics, which helps attractions compile guest feedback to make ongoing improvements to the experience and the organization. In this interview, Jamie talks about using technology to impact the guest experience, making feedback-based improvements, and riding the ride.

Using technology to impact the guest experience

"There is so much more technology that impacts the experience than most people realize."

When people share stories of their experience visiting attractions, they usually don’t talk about the technology like the ticketing platform or other tools that they use to help manage the venue or deliver the experience. In most cases, if people talk about technology, it’s usually because something wasn’t working.

Technology, specifically the tools that impact the guest experience, should be woven in so seamlessly that the guest doesn’t know how they work or that they even exist. Attractions leaders should view technology as a means of removing friction from the guest experience as the core purpose.

Making feedback-based improvements

"The things you're doing wrong are what you need to fix, and the things you're doing right are what you can charge more for."

Jamie boldly states, “Don’t trust your guest experience team” when it comes to understanding what the largest areas of concern are. Instead, focus on collecting feedback from well-rounded sources to see the holistic view of the guest experience and understand what the largest complaints and friction points are. This includes internal feedback, as well as social media, online reviews, and anywhere else that guests can share their perception of the experience.

When you identify what the largest issue is, you can allocate your resources and attention toward resolving the largest issue. It’s also important to note that the solution is not the opposite of the problem. Jamie shares a story where an attraction noted that their largest complaint had to do with crowds. Instead of reducing crowds by limiting attendance, they pulled back to identify when and where the perception of crowds were the heaviest, and focused efforts on shifting people throughout the building as well as spreading attendance toward slower time periods. In turn, their attendance went up, along with guest satisfaction, creating a win-win outcome.

Riding the ride

"The more you experience as a guest, the more you can help other people."

In addition to working in the industry, Jamie is an avid consumer of the product as well, as he regularly visits parks and attractions with his family. This helps to influence his perception of the experience as he is regularly on the lookout for ways that parks are incorporating technology. His children have also changed the way he views the operation by gaining their perception.

This mindset extends into how industry professionals experience attractions while attending networking events, expos, or visiting clients. Jamie shares the importance of “riding the ride” or experiencing the attraction as a guest, because it helps to enhance how we are able to help those we serve, whether it is guests visiting our attraction or the clients and partners we make in the industry.

To learn more about Tatvam, visit https://tatvaminsights.com. To reach Jamie directly, connect with him on LinkedIn.

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Reggie Williams is a lifelong athlete and community leader who spent 14 years in the NFL with the Cincinnati Bengals before being hired as Director of Sports Development for Disney on April 19, 1993. In the mid-1990s, he oversaw the creation of Disney’s Wide World of Sports Complex, a state-of-the-art 220-acre multi-sport facility that hosts more than 180 athletic events annually in some 30 sports. By 1998, he had become Vice President of Disney Sports Attractions, where he oversaw a newly created sports and recreation division that merged Walt Disney World Resort Recreation, Water Parks, and Disney Sports Attractions. In this interview, Reggie talks about being thrust into leadership, parallels between sports and business and listening to the pain.

Being thrust into leadership

"In leadership, everyone is watching you."

Reggie tells the story about how in college he was put in the position of leading calisthenics for the football team. He didn’t know much about leadership at that point, but was about to learn on the fly.

The first lesson is that everyone is watching you. That’s as true on the football field as it is in the community or a board room. Remembering that helps leaders hold themselves accountable, positively influence those around them and make a lasting impression they can be proud of.

Parallels between sports and business

"The similarity between teams in sports and business is how you get better."

To win games, teams in sports will study their opponent, the conditions, the players, the strategies and schemes to prepare mentally for doing battle on any given day. They will also prepare physically by working out, running plays, and doing drills so they are ready for any situation.

Winning in business is a little harder to measure, but the process for business teams involves understanding the competitive landscape, adjusting your product or offering and working together to be innovative.

In both of these cases, it is the process of being a team that helps individuals improve.

Listening to the pain

"Listening is a skillset."

The ability to listen is one of the most critical skills of any athlete, leader, community member or human being! Listening validates people and builds relational bridges that are required to accomplish great things for your sports team, community or business.

To solve meaningful problems, leaders must listen for the pain that others are experiencing. This way you can work toward meaningful solutions that help everybody, even members of rivals city gangs.

To connect with Reggie, you can find him on Facebook. Reggie’s book, Resilient by Nature: Reflections from a Life of Winning On and Off the Football Field is available on Amazon.

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Resilient by Nature: Reflections from a Life of Winning On and Off the Football Field

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We can’t wait to see you there! Visit IAAPA.org for more information.

The 2023 IAAPA expo proved to be nothing short of incredible. From mesmerizing drone shows to jam-packed education sessions, this expo was a standout event. As attendance continues to grow each year since the pandemic,, the 2023 expo provided something meaningful for everyone and helped catapult our industry into the coming year. In this episode, Matt and Josh talk about their key takeaways from IAAPA’s 2023 convention from their on-the-floor and bird’s eye perspectives.

IAAPA Expo is one of the best indicators of the overall health of the attractions industry.

With a crowded show floor and people lining every corner, IAAPA proved to be an exciting and energetic environment. Since its beginning, IAAPA has consistently served as a strong indicator of the health of the industry, showing the progress from concern and caution in the pandemic to the excitement and risk-taking that we’re seeing again today.

Our industry provides so many avenues to be passionate about.

IAAPA encapsulates so many avenues of our industry under one roof, and provides a great opportunity not only to specialize in an avenue, but also to learn about different tracks and take great nuggets of information to apply elsewhere. Valuable lessons transcend boundaries; even individuals in HR can glean insights from the more imaginative, and vice versa. By allowing for these avenues to learn from each other, innovation can be born and our industry can go even further.

Guest service training for frontline staff should include service recovery and complaint resolution.

Josh shared that throughout his expo experience, the number one issue he found is that not enough employers train their frontline staff on service recovery and complaint resolution. Service failures and guest complaints are part of the standard operation, and thus should be incorporated into our frontline staff’s training. Everybody loses when the manager gets involved, and our frontline staff should be well-equipped to get dissatisfied guests back on track to being satisfied.

IAAPA Expo provides ample opportunities to overcome fears and expand your professional development.

Many people accomplished something for the first time at this year's expo. So many people struggle with getting on the stage and sharing their knowledge, and many others struggle with imposter syndrome and confidence. IAAPA provides a safe and exciting place to overcome these fears, and it helps expand people’s confidence and skills like networking and sales that can boost their professional development.

Investing in your team's professional development pays off substantially in the long run.

Providing an investment in a young leader’s future can pay off substantially in the long run, and experiential learning is a priceless way to grow and develop a team. The offerings in Orlando are endless, and people can learn from their experiences at parks like Disney, Universal, and LEGOLAND in addition to their time at IAAPA. Young leaders in the industry are just as hungry as they are impressionable, and that investment will be priceless.

This year's IAAPA Expo shows that the industry embraces creativity, innovation, and risk-taking.

The reveals and announcements at this year’s expo were far beyond anything that the exhibitors at IAAPA have previously offered. This year, we saw the industry not just follow the standard path, but take chances and go outside of its comfort zone. From gravy trains to brand-new coaster styles, we saw the industry saying “Why Not?” more than ever this year, generating even more excitement and energy on the show floor.

Were you at IAAPA Expo 2023? Tell us your biggest takeaway! Click here to leave us a voice message in the Speakpipe. To learn more about IAAPA, including events they host throughout the year all over the world, click here.

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It’s time to change the way we think about customer service. For so many years, we’ve heard phrases like “treat the customer with respect,” “put yourself in the guest’s shoes,” “customer service is just about being nice,” or “the customer is always right.” In Josh’s new book, The Hospitality Mentality, he offers a fresh perspective to customer service that aligns more with guest experience and loyalty instead of traditional customer service. While the concepts apply to all business types, the book was written with the attractions industry top of mind. In this episode, Matt and Josh explore The Hospitality Mentality, covering topics that include working with people, how hospitality is for everyone, and how our guests don’t need us.

Working with people

The hospitality industry, including attractions, requires a desire to work with people as a requirement for the job, and therefore isn’t for everyone. However, even if you are a people person, without a proper understanding and implementation of the Hospitality Mentality, an organization won’t be able to deliver the fantastic service standard they want to provide to their guests.

To add context, Josh reminisces about a restaurant he visited, noting that it was staffed with excellent employees who believed they were well-suited for the hospitality industry due to their kindness and authenticity. However, despite their admirable intentions, the lack of a hospitality mindset made the overall experience frustrating for visitors, despite the fact that the employees were “nice,” and the restaurant ultimately closed.

Hospitality is more than an industry

Josh shares that hospitality is a universal language that extends beyond the leisure industry. Connecting the dots of Josh's ideas reveals the simplicity of applying these principles to any context, but mostly those involving human interaction.

Throughout the process of publishing his book, Josh has shared many stories on how these ideas have gone beyond the walls of the attractions industry. A manager at a child support call center found value in adopting multiple ideas that not only enhanced the service provided, but also positively impacted their team. Furthermore, a member of a homeowner’s association shared that they wished the association had the Hospitality Mentality to make the experience even more enjoyable and swiftly resolve issues for its members.

Guests don’t need us

Josh shared a simple principle in his book that centered around one idea: guests don't need us. However, Josh uses this as an opportunity, and breaks it down into a simple three-step idea that helps build the hospitality mentality.

First, it’s important to know that guests don’t need us, which leads us to Josh's second point; guests’ alternative options are limitless. Alternative options can span from direct, local competition all the way to streaming services and at-home entertainment. Knowing this, Josh shares that we need to show our guests that we know that. Guests come to an experience expecting it to exceed all the direct and indirect competitors, and we need to prove them right by providing the best possible experience they can ask for.

To learn more about The Hospitality Mentality (and to purchase a signed copy), click here. As of December 5th, 2023, The Hospitality Mentality is available at your favorite bookstore and online.

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Greg Fuller is the General Manager of Anakeesta, a renowned mountaintop park in Gatlinburg, Tennessee. Greg started in the attractions industry at the age of 16, working in a warehouse at Six Flags. After completing his college education, Greg stayed with Six Flags, progressing through a diverse range of roles, like Park Services Director to eventually General Manager. After working with Six Flags for 32 years, Greg decided to take on a new challenge as the General Manager of Anakeesta, where he now brings spectacular experiences and views to guests of all ages. In this interview, Greg talks about taking care of the team, the Anakeesta experience, and getting out of your comfort zone.

Taking Care of the Team

"If you take care of your team, your team will take care of you."

Greg knows that there’s a big difference when it comes to being a good manager vs. being a good leader. According to Greg, exceptional leaders prioritize the well-being of their teams and cultivate an environment where employees are enthused about their work, ultimately generating game-changing results.

Greg also emphasizes the importance of soft skills. Throughout his career, Greg has taken leaps into roles where he doesn’t have much technical experience. Yet, by prioritizing the well-being of his team and building a positive culture, Greg discovered that his team was able to impart the technical skills he needed for success and growth.

The Anakeesta Experience

"We want people to walk away feeling they really experienced the Smoky Mountains."

Anakeesta is a very unique and special location in the Smoky Mountains. Unlike most parks, you can’t just park your car and walk in. Anakeesta requires special transportation up the mountains, and it isn’t until you finish the 18-minute journey that you can see the fantastic views from above.

Anakeesta is an outdoor adventure park, and is surrounded by nature. With incredible views and diverse entertainment offerings, including a brand new mountain coaster, guests will have no struggle finding something that will take their breath away. Greg also shares that the employee experience is incredible, and that it’s fascinating to watch the park change through the seasons, which is something they’ve been marketing to guests to create a truly year-round operation.

Getting Out of Your Comfort Zone

"Don't be afraid to network. Don't be afraid to get out of your comfort zone."

With 32 years of experience in many different roles, Greg knows all about getting out of the comfort zone. Greg shares that for people looking to build a career in the attractions industry, getting out of their comfort zone is the best way to break through that wall. The industry is all about relationship building, and Greg shares that going out and finding mentors was a very rewarding experience he had.

By building these relationships and showing your passion for the industry, doors will continue to open. Greg shares that if it weren’t for the people he met and built relationships with, he wouldn’t be where he is today. By putting yourself out there and fostering those important relationships, you’re carving your own path to be an even better attraction pro.

To connect with Greg, you can find him on LinkedIn or email him at gfuller@anakeesta.com.

To learn more about Anakeesta, click here.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Valerie Cockerell is a Leadership Coach and celebrated author, best known for her new book, Manage Like A Mother. Valerie found her passion for working with people when she moved to London at 16. Exposed to diverse cultures, she developed a profound love for learning about people and their behaviors. Following this, she moved to Florida, where she worked at Walt Disney World before becoming a part of the opening team for Disneyland Paris. Today, Valerie leverages her distinctive experiences and insights as a leadership consultant, assisting leaders in their growth journey and fostering the development of their teams. In this episode, Valerie talks about being an expat, how to manage like a mother, and bridging the gender gap.

Being an Expat

"You have to be an expat once in your life."

After relocating to London at 16, Valerie realized the value of being an expat. Valerie emphasizes that on some level, we’re the same, but people need to learn to appreciate cultural differences, as it teaches us priceless lessons about learning to work with different people and different personalities.

Valerie shares that when you become an expat, you develop a critical eye and begin to notice things that most people typically can’t see. By developing this critical eye, you can begin to see why people have the behaviors they do and why every person has a different approach to work and to leadership.

How to Manage Like a Mother

"A mom gives feedback every day. She doesn't wait until the performance evaluation at the end of the year."

Valerie knows that being a leader is overwhelming, and she wrote her book Manage Like A Mother to help. After all, looking at leadership through the perspective of a mother answers a lot of tough questions. The skills that are required to be a mother are very similar to the skills required to be a leader. Having that long-term vision for your team and nurturing growth can take the work environment to the next level.

Valerie says that similar to the investment you would have with a child, you should have a similar investment in your team. Taking an individual from a ‘young age’ and giving daily feedback and sharing your vision for them can make a distinctive difference in their growth as an employee, while also helping them spread their wings. Additionally, every child is different, and knowing that you can’t repeat the same behavior with everyone is key to being a good leader.

Bridging the Gender Gap

“The emotional intelligence that women bring to the workforce really makes a difference.”

Most leaders in the world are men, and if you ask them who the most influential figure in their life is, most of them would say that it was their mother. Valerie says that it’s important to bring this into the workplace as well, because women are also incredibly strong and passionate leaders that can make a difference.

Additionally, Valerie shares that workplaces shouldn’t view maternity as time away from work, but rather a time where women can gain skills. Caring for a child can teach many important lessons, and these lessons translate very well into the workplace from a leadership perspective.

To connect with Valerie, you can find her on LinkedIn. To learn more about Cockrell Consulting, click here. Valerie’s new book, Manage Like A Mother, is available at all bookstores and Amazon.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Manage Like a Mother: Leadership Lessons Drawn from the Wisdom of Mom

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Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career.

Michael Shelton is the Vice President and Executive Director of IAAPA (International Association of Amusement Parks and Attractions) North America. Michael began his career in the attractions industry during his teenage years when his mom suggested that he get a job at Hyland Hills Water World outside of Denver, CO. Over the course of two decades, Michael has progressed within the industry, and was recently appointed as the Vice President and Executive Director of IAAPA North America. Michael now plays a pivotal role in organizing the largest attraction expo globally and contributing to the growth and new age of IAAPA. In this interview, Michael talks about connecting members, IAAPA’s culture, and the 9 miles of aisles.

Connecting Members

"What IAAPA does best is connect members."

Bringing people together solves problems, and that’s what IAAPA does best. As an organization covering diverse disciplines and trades, IAAPA serves as a hub where open communication and interactions flourish. Within this collaborative environment, innovations are birthed, and unsolvable challenges find solutions through the collective efforts and expertise of the varied professionals brought together under the IAAPA umbrella.

To build this collaborative atmosphere, Michael has a straightforward approach: more meetings across more regions. Through a diverse array of social events, webinars, educational sessions, and various gatherings of different sizes and formats, members are provided with ample opportunities to connect and engage with one another.

IAAPA’s Culture

"We all need to advocate for this industry."

Michael knows that IAAPA’s corporate environment has a very unique and fun culture. In order to succeed, IAAPA brings in professionals from the organization industry, but also the attractions industry. By cultivating an atmosphere of collaboration and fun, IAAPA consistently delivers great results year after year.

But Michael knows it goes further than that. After all, IAAPA is so much more than an expo. With around 50 committees of volunteers, IAAPA builds a culture centered around the shared affection among its members.

9 Miles of Aisles

"Bring your comfortable walking shoes."

IAAPA is dedicated to delivering its best expo year after year, and Michael knows that this year won’t come short of that goal. With the expo being IAAPA’s biggest offering, it can help open the eyes of professionals around the world to just how big the attractions industry truly is.

From food carts to a brand-new expo photo system, IAAPA is planning on hosting a fantastic expo for 2023. From professional offerings like a new alcohol beverage and innovation pavilion and a record-setting drone show in the evening of the expo, IAAPA is geared up to have another fantastic year.

To connect with Michael, connect with him on LinkedIn, or send him an email at mshelton@iaapa.org.

To learn more about IAAPA, click here.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Summary written by Mason Nichols

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Jenn Whitmer is a renowned speaker, leader, and enneagram specialist. Jenn’s professional journey started in music education, and it was after her transition into school administration that she discovered her deep-seated passion for leadership and conflict resolution. After watching a positive workplace fall apart, Jenn made it her mission to share her powerful message of how personality and leadership intertwines, making her a perfect guest for our podcast! In this interview, Jenn tells us about creating positive culture with complex people, conflict as posture, and the importance of rest.

Creating Positive Culture with Complex People

"Welcoming people as whole people creates more productivity at work."

Jenn shares that workplaces should be viewed as communities, not families. By fostering an environment where colleagues are welcomed with open arms, individuals feel at ease being their authentic selves at work. This approach not only promotes diversity and contributes to a positive workplace culture where emotions are valued, but it helps people experience that wonderful sense of belonging.

Jenn's strategy, known as Joyosity, revolves around what she calls the "Three E's" - Exploration, Engagement, and Experience. This approach encourages colleagues to freely explore their work, become deeply engaged in their tasks and responsibilities, and ultimately have a great experience by feeling welcomed and appreciated.

Conflict as Posture

"80% of conflict is miscommunication."

Viewing conflict as a posture is simple - instead of thinking of conflict as individual vs. individual - Jenn says it should instead be looked at like the game ‘Red Rover’, where it’s an intertwined team fighting to break the conflict across the field. It’s not people vs. people, it’s people vs. conflict.

Additionally, most conflict stems from limited resources and different angles. Instead of framing these situations as conflicts, consider them opportunities for problem-solving that can help the identification of miscommunications and lead to the resolution of the "conflict" in a much more straightforward manner.

The Importance of Rest

"As leaders, we should encourage people to take time off."

It’s simple, when we’re not rested, we’re not effective. Jenn shares that most of the Western world overworks themselves and has lost the true definition of rest. Rest is recognizing that we’re limited, and when we accept and work around those boundaries, we become much more productive.

Jenn highlights that she has three essential keys to achieving proper rest. First, she emphasizes the value of taking mini-breaks to relax the brain. Second, utilizing all of your allocated vacation time can significantly contribute to productivity. Lastly, she underscores the critical importance of tending to your body's physical needs, which includes maintaining a healthy diet and ensuring adequate sleep to get true rest.

To learn more about Jenn, click here. To connect with Jenn, connect with her on LinkedIn or follow her on Instagram.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Summary written by Mason Nichols

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John Dunlap is the Chief Executive Officer of Five Star Parks and Attractions. John has been in the attractions and hospitality business his entire life, dating back to when he worked in a restaurant kitchen at 14. He later went on to start a travel agency, which led to a career with Starwood, then had the opportunity to take on the role of Executive Director at the San Diego Zoo, thus beginning John’s transition into the attractions industry. John became CEO of Five Star Parks and Attractions in January 2022, which provides financial backing to family entertainment centers and micro-amusement parks to achieve lasting success. In this interview, John talks about micro-amusement parks, being the exact customer, and attractions as a luxury.

Micro-amusement parks

“We coined the concept of micro-amusement parks.”

There are so many different types of facilities that fall under the umbrella of the attractions industry. Many of them are well-defined, such as a zoo, museum, or aquarium, whereas in the FEC sector, the definition of a family entertainment center has been stretched considerably over the last several years. While the differentiator between an FEC and an amusement park is generally defined by the presence (or lack) of a gate, there are several subsets of family entertainment centers.

When Five Star Parks and Attractions was born, they identified the subset of what became known as the “micro-amusement park,” which is smaller than a traditional regional park, yet larger than a standard family entertainment center. The micro-amusement park includes properties that are fully indoors, as well as those that are a mix of indoor and outdoor experiences, often with rides, food, and games.

Being the exact customer

"I get most of my best customer feedback from my kids."

When asked about leadership lessons that he’s gained from his wide variety of experiences, John says that he is fortunate to have been the exact customer at each point in his career. He talks about when he began working in hotels, he recalled back to his childhood, where he viewed staying in a hotel as a luxury, which formed the standard that he strived for when delivering the guest experience. John says that he is “mortified by mediocrity” and he regularly looks for what can be improved.

John then joined the San Diego Zoo around the same time that he had his first child, allowing him to once again see the guest experience through the eyes of a child. This influenced decisions that he was a part of at the zoo that led to substantial growth. Today, now that his kids are older, he is once again the exact demographic that Five Star Parks and Attractions serve.

Because the work is so important to him personally, John never feels like he’s trading time for money, and says he feels like every day he gets to work on his passion project.

Attractions as a luxury

"We never take for granted that we're competing for a limited share of wallet."

Just like John’s perception of staying in a hotel as a luxury, he looks at the attractions industry in the same way. Considering variable economic conditions, John states that they recognize that there are countless other ways for people to spend their time and money. As a result Five Star has invested heavily into the properties that they have acquired to upgrade the experience, enhance the existing brands that they’ve brought into the portfolio, and focus heavily on training and development.

As Five Star looks to the future, the company’s growth plan includes acquiring additional brands that deliver a high quality experience that meets the mindset of attractions being a luxury, along with continuing to reinvest in the experience at each property in the portfolio.

To learn more about Five Star Parks and Attraction, www.fivestarparks.com. To get a hold of John directly, reach out via email at jdunlap@fivestarparks.com.

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Kristen Seitz and Dave Cary are the Co-Founders and Senior Consultants of The Recur Group, a company focused on helping attractions and facilities find seamless and hassle-free solutions to upgrade their point of sale systems. Kristen and Dave both started at Walt Disney World, helping upgrade standard paper ticketing to the automated ticketing system we know today. After getting their start in the industry, Kristen and Dave both established decorated careers helping venues and their ticketing systems. Today, Kristen and Dave are now part of The Recur Group, helping take the next big leap in the ticketing industry. In this interview, Kristen and Dave talk about tech that you forget, managing pain points, and entitlements vs. tickets.

Tech That You Forget

“From a technical side, we don't want to be remembered.”

Kristen and Dave know the importance of ensuring that the ticketing and entry process is a seamless, almost forgettable experience for guests. A well-functioning ticketing system allows visitors to bypass the hassles and concerns often associated with a flawed system. This, in turn, enables guests to make the most of their time in the park, leading to increased enjoyment and the opportunity to create more memorable experiences.

If you hear a guest talking about a park entry, it’s rare that it’s in a positive light. By staying attuned to the tech-savvy visitors and implementing a user-friendly system that accommodates everyone, parks can significantly enhance the overall guest experience by simply letting them forget.

Managing Pain Points

"When decision-makers are sitting around the table, they are looking out for their own interests."

It’s too often that attractions try to force a square peg into a round hole. When it comes to addressing and managing pain points, Kristen and Dave know the significance of identifying not only the current pain points but also anticipating potential ones. This comprehensive assessment involves examining issues from various angles and perspectives, from the high levels of finance to the mindset of the frontline operator.

But if pain points had easy fixes, we wouldn’t have any. Kristen underscores that in order to effectively address these points, the team must immerse themselves in the situation by putting their boots on the ground and gaining a thorough understanding of the issue at hand in order to offer a viable solution.

Entitlements vs. Tickets

"We're not talking about tickets. We're talking about entitlements."

An entitlement is simply a ticket with great functionality. By providing guests with greater capabilities through their ticket, such as granting access to their rooms and serving as a means of payment, we can significantly enhance the overall guest experience. This added flexibility empowers guests to have more control over their day, ultimately contributing to a better experience.

Additionally, by providing these services with one entitlement, it can become possible to collect more comprehensive data. This wealth of information can be harnessed to offer guests highly detailed and personalized predictions to enhance their experience.

To learn more about The Recur Group, click here. To connect with Kristen, connect with her on LinkedIn. To connect with Dave, you can also find him on LinkedIn. You can also email davecarey@recurgroup.com and kristenseitz@recurgroup.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Paul Ciesiun is the President of L3DFX, an award-winning creative studio specializing in the design and manufacturing of themed elements and immersive environments. Getting his start in the Air Force, Paul found a passion for inventing and problem-solving at a young age. During his college years, Paul says he used that passion to help redefine the paintball industry, filing 19 patents and developing water-based film to replace typical petroleum processes for manufacturing paintballs. After deciding to theme his own paintball park, Paul took his talents to the amusement industry where he now serves as the President of L3DFX, helping deliver thousands of projects to take themed entertainment to the next level. In this interview, Paul talks about solving the unsolvable, thinking like an inventor, and growing as a leader.

Solving the Unsolvable

“If you tell me I can’t do it, that’s my biggest motivation.”

When it comes to addressing problems, Paul asserts that the problem-solving process remains consistent. Throughout his career, Paul has never encountered problems that are fundamentally unsolvable. It's all about approaching these issues from a fresh and unique perspective, coupled with a dedicated effort to gain a deep understanding of the problem at hand, as it’s true that any challenge can be overcome.

Paul's career has seen him tackling a diverse range of challenges, from reimagining the fundamental properties of paintballs to devising a UV system for cleaning keypads during the height of the COVID-19 pandemic. His approach underscores the importance of listening to the world around you and finding what you think needs to be changed, as the only unsolvable problem is the one that isn’t found.

Thinking like an inventor

"Everything around you is a solution to a problem."

When it comes to thinking like an inventor, Paul mentions the paramount importance of examining every problem from multiple angles, from straight on to upside down. To authentically think like an inventor, one must go beyond traditional perspectives and approaches, striving to find innovative and unconventional solutions.

Even with an inventive mindset, many principles are applicable to other lines of work. Inventors even approach patent filing creatively, drafting their ideas in a way that distinguishes them from previously filed patents. This process necessitates originality and teamwork, both of which are key elements in becoming a leader.

Growing as a Leader

"It’s difficult to lead without knowing how people perceive you."

Paul's path to leadership was sculpted by the initial challenges, and he reminisces about his early days as an immature leader. During this time, he primarily focused on achieving results rather than nurturing a cohesive team that could collectively take the necessary steps to attain those results. By building a team that feels supported and knows that they can win, Paul has changed his perception and helped create a healthy and prosperous environment.

Paul emphasizes that to become a great leader, it's essential to self-evaluate at the end of each day. Ask yourself the hard questions on “Am I helping my team win?”, “What could I have done for this individual?” and “What should I have done differently?” All of these questions provide valuable insights that can be integrated into one's leadership approach.

To learn more about L3DFX, click here. To connect with Paul, connect with him on LinkedIn, or send him an email at paul@L3DFX.com

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

Scheduling and correspondence by Kristen Karaliunas
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Summary written by Mason Nichols

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Adrea Gibbs is the CEO, Artistic Director, and Experience Consultant of Alriginal Productions, where she is hyperfocused on behavioral training, hiring, and operational excellence. Adrea says that she combines her creative side with her operational side to elevate guest and employee experience, using the human element to help people understand biases, mental health, and multi-level learning opportunities. In this interview, Adrea talks about combining creative with operations, performing at work, and embracing diversity.

Combining creative with operations

“We’re continuing to innovate the artistic side without losing integrity, but we employ things that functionally make things better for both guests and employees.”

Adrea began her career in the Entertainment department at Disneyland, and after becoming proficient with the theatrical side of the business, continued her career path in other avenues, including children’s fitness and construction management. Adrea’s unique lens has allowed her to gain a full overview of both sides of the same coin.

In themed entertainment, this type of viewpoint is critical because there is both an aesthetic need and a functional need. The creative side must deliver a product that is visually appealing and outstanding, whereas it also must have the functional elements so that the operators can successfully deliver it.

Performing at work

"We don't necessarily think of ourselves as a performer in our job, but we are."

When a team member comes to work and punches in, they are simultaneously punching out the rest of their life. This means that anything frustrating in their life, such as a disagreement with their partner, a conflict at the coffee shop, or just waking up on the wrong side of the bed, is getting punched out and left with their timecard. At the end of the day, the team member punches out of work and takes their personal matters back.

This means that while they are at work, they are playing the role of their job function, whether it is a frontline team member, supervisor, manager, director, or executive leader. This type of attitude allows team members to better manage everything that comes their way over the course of the day - both positively and negatively, when they recognize that they are performing a role, and get to go back to themselves at the end of the day.

Embracing diversity

"We should not be setting boundaries on anybody."

Growing up, Adrea belonged to a church that she says had an open mind and an open heart, and their youth program ensured that young members were able to see and understand religions other than her own. Additionally, she shares the story of a family member with spina bifida that, despite physical limitations, everyone always ensured to include him in any way possible. Adrea shares a story of a cast member at the Magic Kingdom who wanted to climb the stairs to the top of Cinderella Castle, and despite being blind, said that the view was “the most beautiful view” he had ever seen.

Adrea stresses that people set their own boundaries based on their capabilities, and we should not judge people based on their container, but based on what’s inside. When it comes to integrating this mindset into an organizational culture, Adrea says that training and education are critical. The training cannot be a one-and-done exercise, but must continually be woven into the employee experience so that the concepts continually resonate throughout the team.

To connect with Adrea, connect with her on LinkedIn, or send her an email at an.alriginal@gmail.com.

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Brendan Walker is the Founder Director of Studio Go Go and the Thrill Laboratory. Billed as the world’s only Thrill Engineer, Brendan spends his time designing and creating thrilling experiences. He regularly features in character as the Thrill Engineer and has worked with international groups such as Nissan, Durex, Royal Caribbean, & Merlin Entertainment to communicate & amplify core experiential brand components by working both in front, and strategically with the client’s team behind camera. In this fascinating conversation, Brendan talks about structuring and creating emotions, the formula for thrill, and failing positively.

Structuring and creating emotions

"The granularity of anticipation goes from months to weeks to days to hours to minutes to seconds leading to the experience."

Emotions may feel random, but in fact they are calculated reactions to specific stimuli. Long before there were roller coasters and thrill rides, our emotions, such as fear, worked to keep us safe in the event of danger. According to Brendan, for the engineers that are paying attention, it’s very possible to intentionally weave in experiences that stimulate specific emotions to enhance or drive the experience.

But it also goes beyond merely tapping into the emotions a guest may feel at a certain time. It’s also about creating emotions, perhaps where the guest didn’t expect them. For example, the telling of an attractions’ story begins prior to the visit, so feeling a sense of anticipation, even a little uneasiness before even stepping on the property can elicit a stronger emotional response to the experience itself.

The formula for thrill

"You can quantify thrill."

Brendan not only recognizes that thrill can be quantified, but he goes on to explain where the thrill-seeking gene, D40R lives within us. This gives experience creators a formula or road map to follow when designing experiences. While nothing is foolproof, it means you can be a bit more confident that your new attraction will deliver the thrill your guests seek.

In a survey about what people find thrilling, the answers ranged from whitewater rafting to knitting, but the formula was the same. People described the sensation of thrill as a “sudden and large increase in both pleasure and arousal at the same time.” This indicates that regardless of the level of the thrill, the formula to get there is consistent.

Failing positively

"If something is going to fail, we want it to fail positively."

Most parks or attractions that have rides with a high thrill factor play up that angle to get noticed, to market their latest and greatest creations and to generate positive buzz to bring in visitors. Then, if the ride happens to go down, and especially if people are left in an uncomfortable position for an extended period, those without the behind-the-scenes knowledge will assume, largely due to the park's assertion, that those guests are in real danger.

To the contrary, the ride manufacturer and the park officials know that in the majority of cases, the ride behaved exactly as it should have and the guests are actually quite safe. This is what Brendan means about failing positively… that even with a malfunction, there is still a positive outcome.

Brendan invites you to visit both Studio Go Go and the Thrill Laboratory to learn more, and to contact him directly: brendan@studiogogo.ltd.

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Alessandro Zamperla is the President and CEO of Central Amusement International Inc. (CAI), which owns and operates Luna Park at Coney Island in New York City. Alessandro refers to Coney Island as being one of the “most iconic and influential” amusement parks in the world, and CAI has the responsibility of being the custodian of a historic landmark while also ensuring that the park can serve the guests of today and in the future. In this interview, Alessandro talks about pure joy, embracing authenticity, and knowing where you’re from.

Pure joy

"Through the moments of difficulty is when you can better appreciate moments of pure joy and exhilaration."

When Alessandro first began working at Coney Island, he worked in food service, flipping Nathan’s Famous Hot Dogs. Alessandro says that this allowed him to connect with other individuals in a unique way. More than solving hunger for his guests, he viewed it as fulfilling a purpose beyond that of the guest that extended beyond eating a hot dog. Given the iconic status of the park, eating a Nathan’s hot dog at Coney Island is an experience in and of itself.

In our industry, we are not just providing a product or a service, according to Alessandro. We are providing the full experience of being a human being. We often get caught up in the day-to-day details that parks and attractions need in order to operate, and every once in a while we need to step back and realize the purpose in our guests’ lives that we get to fulfill for them.

Embracing authenticity

"The KPIs can never replace the passion."

Coney Island is the people’s playground. Given its history, it has developed a strong reputation, although part of Coney Island’s history is less glamorous than it is today. When asked if the park is still facing some of its previous reputation, Alessandro feels that instead of fighting the view of its past, it’s important to embrace its authenticity while striving to deliver the superior experience that it offers today. Through moments of difficulty, whether it is the park’s past reputation or the challenges brought on by the pandemic, it allows you to fully appreciate the pure joy and exhilaration that the park offers today.

For example, Alessandro refers to the day that Coney Island reopened from the pandemic as one of the best days in his professional life. The incremental anticipation that New York residents felt for the park’s reopening led to such a high level of appreciation that the park was open, and guests were more forgiving for any hiccups in the guest experience.

Knowing where you’re from

"It's about the heart. It's about loving what you do."

While Coney Island has a significant role in American culture, the park must maintain its relevance to new and emerging audiences. Alessandro stresses the importance of preserving the park’s history while also incorporating modern technology that guests expect when visiting amusement parks, which he refers to as “authenticity with innovation.” For example, the Cyclone, which originally opened in 1927, is still manually operated, so guests know that they are riding a part of history, while the park also strives for continuous improvement.

The sense of knowing where you’re from also extends to Alessandro’s role in the Zamperla family. Alessandro speaks to the generational significance of the family’s business, and the role that Coney Island plays in it. One example that he shares includes two intertwined rides, Tony’s Express and Leti’s Treasure, named after Alessandro’s grandparents, evoking Italian’s romantic culture. Additionally, he gives a glimpse of the food options available in the park, which includes high-quality artisanal Italian cuisine.

To learn more about Luna Park at Coney Island, visit www.lunaparknyc.com for an overview of the park and its history. To contact Alessandro, connect with him on LinkedIn.

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John O’Driscoll is the General Manager of Strokestown Park and The National Famine Museum in Ireland. The museum and property allow visitors to experience Irish history and learn about one of the most difficult time periods for the Irish people. John considers himself a steward of the property and hopes that many generations to come will be able to walk the grounds and form an appreciation for what the past has to teach us. In this engaging conversation, we talk about growing the team, experiencing Irish history, and future-minded preservation.

Growing the team

"I may be General Manager, but I'm just part of the team."

John started his career as a landscaper, and still carries with him the attitude to grow, cultivate, and nurture his team. Having come up through the ranks, John understands what it takes to be successful at each level of the organization and doesn’t shy away from “getting his hands dirty” to ensure the job is done right.

John is also quick to point out that even though he holds the title of General Manager, he is just one member of the team. That attitude, that you can’t do it alone, seems to permeate every aspect of John’s leadership philosophy, from listening to employees to ensuring they have the right tools and environment to grow.

Experiencing Irish History

"We want people to use history to take note with what is happening today."

The Great Irish Famine is also referred to as the potato famine, as potatoes were the main source of food for many people living in Ireland in the mid to late 1800’s. While we can’t imagine counting on one crop or food source in 2023, the lessons learned about diversity and the way different economic classes of people fared through a national tragedy are very valid today.

It’s one thing to read about such an event, it’s quite another to bring it to life through stories, murals, artwork, and exhibits. The Famine Museum does just that, giving visitors a real sense of the struggle and pain the Irish people went through. Some may say it's a somewhat sad or depressing subject matter for an “attraction,” but telling the real stories in an engaging way is what will stick with people long after their visit.

Future-minded preservation

"We have to be a little bit commercial, because every penny that comes in goes back in."

It would be wonderful if the property could run solely on donations and grants, but that’s just not the reality. Strokestown Park and the National Famine Museum also relies on visitors paying admission and buying food and souvenirs to help pay salaries and for the upkeep of the property. In that vein, John talks about the fact that their mindset has to be focused at least somewhat on sales and incoming revenue.

The property recently went through a major renovation, but that doesn’t mean everything was modernized. Many of the fixtures and features in Strokestown House are shown as they would have been seen and used in the late 1800’s. This sort of preservation allows the team to tell a genuine story and immerse their guests in the true feeling of the day.

To learn more about Strokestown Park and the National Famine Museum, visit https://strokestownpark.ie/ or email info@strokestownpark.ie. They can also be found on Facebook, Twitter and Instagram. To learn more about the walking/biking trail between Strokestown and Dublin, visit https://nationalfamineway.ie/.

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Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13th-17th, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 13th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros. We’ll be there, and we hope to see you too!

Kevin McNulty is the President, CEO, and Co-Founder of Netweave Social Networking, an agency that works with multiple industries, including attractions, to amplify their marketing through effective social media. Based in Southwest Florida, Netweave found its way into the attractions industry through an aviation museum that connected the company with the Florida Attractions Association. In this interview, Kevin talks about social media strategy, connecting with people vs. logos, and using social media to drive culture.

Social media strategy

"The number one strategy of social media is to be the kind of company people want to say good things about."

Regardless of the industry, the most important aspect of social media marketing is building a relationship with your audience. Part of this is ensuring that the messaging is not only specific and relevant, but also speaks the language of that segment of the industry. For example, attractions with animals under their care should ensure to say “habitat” instead of “cage” and “pool” instead “tank,” otherwise it may misalign from the organization’s mission.

Social media is a two-way street, and attractions must balance their outbound messaging with their inbound posts from their guests, and you don’t get to decide what your guests are talking about online. Instead, it is critical to regularly be monitoring your social media channels so that you can respond quickly, rather than limiting your strategy to one-way communication with your audience.

Connecting with people vs. logos

"People want to connect with people. They don't want to connect with logos."

If you had a celebrity spokesperson, who would it be? This is the question that Netweave asks new clients during the onboarding process to define the brand voice that will weave its way into social media marketing. By unifying the brand voice, the messaging becomes consistent, whether it is done through a third party like Netweave or a team of people on your staff.

People follow you on social media to connect with the brand in ways that they aren’t able to in traditional marketing. If your images are all professional photos that are perfectly posed and your posts are always carefully crafted ad copy, it doesn’t have the same appeal as a more humanized voice that enables conversation with your audience.

Using social media to drive culture

“One of the great things about social media is that it can convert fans into evangelists… and it can do the same thing for employees.”

At the 2023 Florida Attractions Association conference, Kevin and Matt presented a breakout session that introduced a concept that they developed together that ties into both social media and employee retention. They suggested that frontline employees be given a 15-minute “brand ambassador” shift that allowed them to leave their positions and capture photos that can be used for social media content. This would enable them to approach guests and take pictures of families, while also amplifying the amount of content that the social media team can use online.

In addition to the marketing-related benefit, it also is intended to make employees feel more valued in the organization, knowing that they are contributing to a goal that extends beyond their immediate job duties. And in addition to social media, they would also be encouraged to document anything that they see out of place, such as paint chipping or a landscaping issue that needs to be reported.

Kevin and Matt both look forward to learning how operators implement this within their organization and seeing the results that can come from it.

To learn more about Netweave, visit https://netweaveonline.com. You can also follow the company on Facebook, Twitter (X), and Instagram.

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Jonathan “JB” Benjamin is the Chief Executive Officer of Museum of Illusions, an edutainment museum concept bringing guests into a fascinating world of illusions where nothing is ever quite as it seems. With experience at various global restaurant and hotel chains, retail outlets, and trampoline parks, JB brings extensive knowledge to a unique and relatively new attraction type. In this interview, we talk about immersive illusions, learning from employees, and adapting to multiple cultures.

Immersive Illusions

"There's a trend these days of immersive experiences, and we're riding that wave."

JB talks about the uniqueness of the Museum of Illusions as an attraction and its appeal to all ages. In this way, there is a greater opportunity for immersion not only in the facility and the exhibits, but with family members as well. The more you CAN experience together, the more you WILL experience together, which creates richer memories for everyone.

We also learn that immersion does not have to mean VR or the latest technology. JB explains that some of the illusions that guests get to experience are based on older concepts that are given new life in the museum.

Learning from employees

"We learn as much from our employees as they learn from us."

People may complain about it, but the easiest way to reach people, especially younger team members, is to meet them where they are. That means utilizing technology when appropriate, even just to open doors to a deeper conversation.

JB says they are far from the point of being able to say they know everything. Being open to employee feedback and having the ability and willingness to adapt are two things that JB leans on to ensure the employee experience remains fresh and relevant. Listening to his employees is one of the best ways to learn about the community and the guests.

Adapting to multiple cultures

"It's part of our DNA to try to assimilate to the local community."

At the time this episode was recorded, there were Museums of Illusions in 25 countries. JB embraces the differences those countries bring in terms of culture, community, employee base, etc. Just like there is no one-size-fits-all for guests or employees, the same can be said for the operating best practices for all of the countries they occupy.

JB says that a large part of the process of assimilating and adapting to new cultures is to simply talk to the people already living there. They will tell you what will work and what won’t, and where you need to focus your energy to be a part of the community rather than an outlier.

To connect with JB, visit him on LinkedIn, or you can email him at jb@museumofillusions.com. For more information on the attraction and locations, visit Museum of Illusions or stop by one of the locations near you!

This podcast wouldn't be possible without the incredible work of our amazing team:

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Mandy Sijbrandij is the Owner of Global Leisure Management (GLM), a third-party management company for attractions. GLM oversees the full operation of the business, including hiring employees, managing them, putting policies in place, and running the day-to-day operations, maintenance, marketing, along with accounting services. This allows the owner to turn over the daily operations to a trusted operator. Most notably, GLM operates SkyWheel Attractions, which can be found in Panama City Beach, FL, and Myrtle Beach, SC. During GLM’s early days, however, Mandy lost her husband, and she opens up with her personal story of loss and grief, while still moving forward to launch the business. In this interview, Mandy talks about running it like you own it, the observation wheel experience, and managing grief.

Running it like you own it

“If I’m in a position to fix something or make something better - and every employee is - then I want to do that, and I want everybody on the team to have that same mindset.”

When someone owns a business like an attraction, they have both a financial investment in the property and an emotional investment, which requires an operator that will treat the property the same as the owner would. Mandy shares that this requires frequent communication between GLM and the operator, setting proper terms of the agreement, and then running it as if they own it themselves.

The mindset of running it like you own it extends beyond the management company; it is also how leaders show up to work every day when they talk the talk and walk the walk, as well as with frontline employees. Mandy stresses the importance of sharing the successes of the business with the team so they can see how they can own their own jobs within the influence that they have.

The observation wheel experience

"You can use the wheel as the biggest and best billboard."

An observation wheel is a Ferris wheel, but a Ferris wheel is not an observation wheel. An observation wheel is a modern take on the carnival-style Ferris wheel, though the cabins are often larger and can house more guests, there is usually heating and air conditioning, and perks and amenities that a Ferris wheel does not offer. Not only are they often built in scenic locations that offer guests a spectacular view, but they are also beautiful pieces of architecture that complement any skyline.

Observation wheels can be marketed as an enhanced experience compared to a traditional Ferris wheel often because they are taller, offering sweeping views of the area around them, and can make any location more iconic by intriguing nearby visitors. It’s also an experience that can be done with a group or a family that might not ride a roller coaster together, yet on an observation wheel there are nearly no limitations to riding.

Managing grief

"We're never really talking about grief, and we need to."

In late 2022, while Mandy and her husband Eward were in the beginning stages of forming GLM, Mandy suffered a tremendous personal loss when Eward suddenly passed away. Mandy expressed that her previous employer, Koch Development, always treated her like family and instinctively pushed back the transition of SkyWheel’s management to the newly created company. This allowed her to focus on her family and not on work or the logistics of GLM’s launch, which was pushed until mid-February.

This event has led Mandy to reflect on how employers manage grief within their own employees and even their guests. What does your bereavement policy look like? Does it show empathy toward the employee’s situation, or is it focused on the needs of the business? How flexible are your cancellation policies if a guest has a death in the family? Do you train employees on how to treat guests going through difficult life situations? You may never know what someone is going through at any time.

To learn more about Global Leisure Management, visit www.glmattractions.com. To reach out to Mandy directly, connect with her on LinkedIn.

By the way, if you visit Paradise Pier in Biloxi, you can meet Eward the Dutch Duck, inspired by Mandy’s husband.

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Coaster Nerd Con, or CNC23, took place from July 6-14, 2023. This is the annual trek where Matt and two friends take an epic journey to ride roller coasters, debate the best park food and experience the best the industry has to offer. This year, Josh got to join them at their first park, Six Flags Great America. From there, the trio went to Lost Island Theme Park, Adventureland, Worlds of Fun, Silver Dollar City, Frontier City, Six Flags Over Texas, SeaWorld San Antonio, and Six Flags Fiesta Texas. As usual, there were lessons learned along the way. In this episode, Matt and Josh talk about the “things that matter” to the park-going experience.

Enthusiasm matters

For those who know Jeffrey Siebert, Park President at Six Flags Fiesta Texas, you know that he has enthusiasm to spare. In fact, he calls himself an “enthusiast who gets to run a theme park,” and that enthusiasm shows from the look of the park (amazing), the interactions with the team (hospitable and friendly), and the fact that everything was open. His energy is infectious, and that has an incredibly positive impact on the entire operation.

We also ran into team members at other parks, such as Lost Island, who leveled up their own enthusiasm. The gentleman who greeted us for the dark ride and the chef who checked on us as we ate lunch both positively enhanced our experience because of their enthusiasm and positive demeanor.

Recognition matters

There are so many ways to recognize a team member and so many great accomplishments to recognize them for! As we learned from Tony and Gina Claassen, there is something that Silver Dollar City does that combines recognition with a way to immortalize loyal team members.

Disney has the windows on Main Street, and Silver Dollar City has customized, themed posters that are placed throughout the park that recognize team members that have been with the company for 25 years. The best part is that Gina and Tony got to help design their posters and had a choice of where to put them. Next time you’re at SDC, see if you can find them!

Environment matters

The look, the feel, the emotion, the smells, the music… it all plays into the environment you are stepping into and will be the foundation of an immersive experience. Worlds of Fun has done considerable retheming and upgrades to the park, including paint and new facades. Lost Island was clean, incredibly well-themed, and paid attention to the little details that really made a difference.

Props must also be given to the Bamboozler (Round-Up) at Worlds of Fun. The internal paint job (which one could argue wasn’t needed for the ride to function) created a visually interesting and attractive experience not just for the riders but the guests on the midway as well.

History matters

Many rides and attractions have had lives before landing in their current home. Parks also move things all the time to accommodate expansion and new experiences. It truly enhances the experience when a park takes the time to acknowledge and document the journey that a ride has taken to get to its current home.

A notable piece of history for Matt is the Grand Carousel at Worlds of Fun, which used to be at Geauga Lake in Aurora, OH. Geauga Lake was Matt’s home park growing up, and there is a very good chance he rode it when he visited with his family. Sharing the history can develop and strengthen the emotional connection of the experience.

Activities matter

As much as the CNC crew loves roller coasters, it was really fun to discover, observe and participate in a variety of activities that bring people together and let them have fun or challenge themselves in a non-traditional way (for a theme park).

Lost Island had a number of activities that allowed guests to challenge their minds as well as their body. Silver Dollar City staged a good ‘ol fashioned water balloon fight, and Fiesta Texas has a state-of-the-art gaming center.

For more on the CNC23 trip, look for #CNC23 on Facebook and Instagram.

To connect with AttractionPros, visit attractionpros.com or email attractionpros@gmail.com.

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Sascha Czibulka is the Executive Vice President for Intamin Amusement Rides, one of the world’s leading suppliers of rides and roller coasters. Sascha began his professional career with Huss Rides, which he later left for the purpose of joining a startup until his plans changed again when Intamin offered him the role of Managing Director. What Sascha thought would be a role for one or two years has now lasted more than 23 years, and he now serves as Executive Vice President. Additionally, Sascha has remained heavily involved with IAAPA throughout his career, serving on and chairing multiple committees and the board of directors. In this interview, Sascha talks about persistence, starting with safety, and creating extraordinary experiences.

Persistence

"You will never hear, 'No, it cannot be done.'"

One of Intamin’s cornerstone characteristics is persistence. When Sascha was initially offered the opportunity to join the company, he turned it down to pursue his startup, but the calls kept coming. This persistence can also be sensed in Intamin’s sense of innovation and pushing the envelope toward unique experiences.

Intamin is a family business, currently in its third generation, and the sense of persistence can be felt today just the same as it did several decades ago. Whenever ideas are brought to the table, whether from external stakeholders such as park operators or if they are developed internally, Intamin takes a “go for it” mentality toward innovation.

Starting with safety

"It starts with safety. That's the cornerstone of everything we do."

The only caveat to Intamin’s innovation process is if the project is deemed to be unsafe. Through thorough examination, Intamin’s engineering team can make a determination of whether an idea is feasible or not, and if it is not feasible due to safety reasons, they will suggest alternative configurations to ensure it meets the safety standards.

The team follows the norms and safety standards in place, including similar standards in all global regions. While there may be slight differences from one standard to another depending on the region, the one commonality is that the goal is to ensure that rides are kept completely safe.

Creating extraordinary attractions

"Our target is to design a coaster that the passenger can only be torn out of their seat because they instantly want to do it again and again. Then you know you have a winner.”

Every project that Intamin takes on is fueled by the passion of the team. The engineering team is passionate about creating the best ride experience possible while working within the constraints of space or the client’s budget. Then, seeing riders’ reactions when they get off the ride determines if the ride is a hit.

Sascha also says that success is defined by years to come and how the attraction continues to be popular year after year. Sascha says that the goal of every project is to build rides that stand the test of time and maintain their popularity year after year, which helps the client continue to gain a return on their investment.

To learn more about Intamin, visit their website. To connect with Sascha, find him on LinkedIn or send him an email at sascha.czibulka@intamin.com.

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Sondra Shannon is the CEO of Gatemaster Technology, one of the leading ticketing solutions for the attractions industry. Sondra’s career in the industry began with Q-Zar Laser Tag as General Manager, where she was a self-proclaimed “super-user” of Gatemaster in the late 1990s. When that facility was sold, Gatemaster’s founder recruited Sondra to help build the next iteration of the product, which enabled the company to expand into water parks, zoos, museums, and theme parks. Now, as CEO of the company, Gatemaster has evolved as the trends in technology continue to shift, and Sondra remains an avid enthusiast of the industry. In this interview, Sondra talks about making heroes out of operators, guest-driven transactions, and building an inspirational culture.

Making heroes out of operators

“Their focus should be on the guest experience, and not trying to figure out how to make something work in their system.”

When an attraction implements Gatemaster, the software often replaces anywhere from three to six systems. This makes it a much more efficient operation, and Sondra stresses that her goal is to not only make things easier for guests, but also for the operator. If staff have a difficult time navigating their own system, it reflects poorly on the business, and the guest experience suffers.

Gatemaster was founded by people within the attractions industry who know and understand the experience. Even though Gatemaster is a software company, Sondra ensures that she is regularly visiting attractions with her family and encourages her team to do so as well. This allows them to see the experience through the lens of the guest, which inspires innovation in technological development that further helps the operator deliver a superior experience and be the hero for their guests.

Guest-driven transactions

"We're trying to empower hospitality."

Everything that Gatemaster has created has led to what Sondra refers to as the guest-driven transaction. A few years ago, Harvard Business Journal conducted a study with more than 200 companies and determined that self-service technology empowers customers. The study showed that wait times were reduced by 30-50%, and customer satisfaction increased by 50%.

Guest-driven transactions allow the guest to take more control over their own experience and feel more empowered. The results also show that guests are investing more in their own experience and thus spending more. By intuitively offering upsells and add-ons, the guest also feels like the business knows them a little bit better by crafting a personally-curated experience.

Building an inspirational culture

“I want to encourage more people to enter this space.”

Sondra meets with her team every Friday, and at the end of the meeting, everyone is asked what attraction(s) they are visiting over the weekend. By encouraging every member of the team to visit attractions and understand the guest experience, it enables them to bring back ideas for how they can help the operator, and others like them, improve the guest experience, resulting in fewer angry guests and, therefore, fewer burnt-out team members.

When describing Gatemaster’s culture, Sondra says that it’s easy to get people to buy into the idea that they can help people create memories. Gatemaster’s core values align with what needs to go into building a product that enables attraction operators to create memories for their guests that last a lifetime.

To learn more about Gatemaster, visit https://gatemaster.com. To reach Sondra directly, connect with her on LinkedIn or email her at sondra@gastemaster.com.

To connect with AttractionPros: attractionpros@gmail.com

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Eric Bertch is the General Manager of Lost Island Themepark in Waterloo, IA. Having started his career as a lifeguard at Lost Island Waterpark in 1999, Eric worked his way up from checking pool chemicals to leading a team, and has served as the theme park’s general manager since the project began. Opened in 2022, Lost Island Themepark is one of the Midwest’s only themed entertainment experiences, immersing guests into a story, versus building the tallest and fastest rides like the comparable amusement parks in the region. In this interview, Eric talks about building a city, creating new IP, and employees being part of the attraction.

Building a city

“When we started this project, at one point we had over 400 different workers at the same time trying to put this together.”

Eric compared the construction of Lost Island Themepark to building a city, which is apparent of all major theme parks and many other similar attractions. They require a massive amount of infrastructure, a significant number of construction workers, and are as organizationally complex as geographic regions and municipalities.

Through these complexities, Eric shared several hurdles that the park had to overcome to reach completion. He talks about supply chain issues, weather delays, cost overages, and the COVID-19 pandemic that slowed down the progress of the park. Despite the hurdles, Lost Island Theme Park opened on June 18th, 2022; however, Eric shares that even though the park was able to open on time, it was not fully complete, meaning that construction continued even while the park was operating.

Creating new IP

“Our background is in themed entertainment, and it’s an area we felt was underserved in this part of the country.”

Intellectual property is often used as a strong driver of attendance in theme parks due to familiarity and fandom of popular brands, stories, and characters. However, rather than leveraging existing IP, Lost Island immerses guests into new stories and characters that were created in-house. This allows for more latitude in storytelling as the brand parameters for the IP are internal to Lost Island.

Eric shares that the theming that has gone into the park extends far beyond rides, and is positioned to enhance the atmosphere of the experience. This includes several Easter eggs that can be discovered throughout the park, which creates more “wow” moments for guests as they encounter unplanned experiences. These discoveries help to increase dwell time and overall spending, along with the memories that guests carry with them when they leave.

By focusing on the park’s cohesive theme of elements including fire, water, air, earth, and spirit, Eric also shares that it creates an experience that is more cost-effective than building the tallest and fastest rides, all while enhancing guest satisfaction.

Employees being part of the attraction

“If you ever want someone to learn something, it better be fun.”

Eric shares a glimpse of Lost Island’s recruitment and training process. Rather than individual interviews with the same 15 questions asked to each individual, Lost Island conducts group interviews that are able to assess a team member’s intention rather than history from their past experience - many of whom have none as they are applying for their first jobs.

In training, Eric stresses to employees that they are part of the attraction, not a wallflower who is just facilitating the experience. This has led to Lost Island’s hospitality standard being exceptionally high, and team members are regularly mentioned in online reviews. When a team member sees themselves mentioned in a positive review online, it further motivates them to continue their enthusiasm for the experience and builds momentum within the guest service standard.

To learn more about Lost Island, visit www.thelostisland.com to learn about both the theme park and the water park, and you can also download the Lost Island Adventure Guide app on Google Play or the Apple Store. To follow Eric on Twitter, check out @LostIslandChief (Disclaimer: sometimes Eric says crazy things and hopes he doesn’t offend too many people!).

To connect with AttractionPros: attractionpros@gmail.com

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Faith Mmbando is the CEO of Best Northern Tours and Safari, a tour operator in Tanzania that offers hiking, safari and adventure experiences to guests from around the world. A few years ago, Faith decided to take a dormant family business and turn it into a world-class experience. Now, just 21 years old, she is making her mark in a male-dominated industry and has a clear vision for future success. In this episode, Faith talks about finding a niche, sustainable tourism and socioeconomic factors.

Finding a niche

"Ensuring your clients that you have a safe space to put them in makes it more validating."

One of the ways that Faith intends to set her adventure tour apart is through the addition of lodging for the guests that come to experience Tanzania. This way, she can remove a worry and potential roadblock from people booking a trip and a tour destination.

Faith is also passionate about setting her company apart from many other tour operators in the area by employing women in all roles within the organization. Her goal is to provide opportunities to women historically taken by men such as bus drivers, tour guides and admin staff so that valuable talent is not overlooked.

Sustainable tourism

"I am amazed every time I go into the wildlife because it's different every time."

Faith inspires us to not take what is in our backyard for granted, while at the same time acknowledging that it takes all of us to ensure that the wildlife and ecosystem can be sustained for generations to come. She communicates this through her staff but also takes the opportunity to educate and inspire the guests on tour to clean up after themselves and take care of the fragile environment.

The company is currently pursuing using solar energy wherever possible and in time, switching to electric vehicles that would be used on safari. Diesel trucks are very noisy, and can scare off animals (not to mention what the exhaust does to the environment). Faith said she can imagine being able to observe wildlife in a silent vehicle, which would be less jarring to the animals and thus create a better experience for her guests.

Socioeconomic factors

"It's never easy dealing with things that are out of your control. Keep a positive mindset."

Running a business is hard, especially when factors outside of your control dictate whether or not a guest may choose to visit you. Political unrest, wars, and inflation are just some of the factors that Faith mentioned that she has found can impact her and all tourism businesses.

True to form, Faith does not let this damper her spirit. She approaches each of these challenges with an open and positive outlook, seeking solutions that will help overcome the external impacts. She also credits some of her success from not starting her business during COVID as she got to learn from others and how they dealt with the pandemic.

To learn more about Best Northern Tours and Safari or to connect with Faith, she invites you to check out her LinkedIn page, or the Best Northern Tours and Safari website and social channels. She also hopes people will reach out directly via email at faith@bestnorthernsafari.com.

To connect with AttractionPros: attractionpros@gmail.com

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Dawn Foote is the Co-Founder and CEO of Katapult, a design agency that works with themed attractions and experiences across the globe. Katapult was formed by a group of university students who worked with nightclubs to put on live events. By the time they graduated, the co-founders were able to expand into other industries and sectors and began specializing in themed entertainment in the early 2010s. Today, Katapult designs and creates themed experiences globally and is fortunate to work with some of the world's most-known intellectual properties. In this interview, Dawn talks about a rebel sense of creativity, stakeholder glue, and creating emotions.

Rebel sense of creativity

"We always have to think in a rebel sense around creativity."

As a teenager, Dawn states that she was a “rebel with a cause” as she campaigned heavily for the environment and preferred to create her own path rather than conform to standards. This attitude ultimately led to Katapult’s creation and initial success. When working with large brands and intellectual properties, however, there are often strict processes in place that partners need to conform to.

However, when it comes to coming up with creative ideas, Dawn says that they need to have a rebel sense of creativity, fueled by curiosity, that leads to innovative ideas. It also leads to adaptability and being not only suitable to change but knowing that change is part of the process. The rebel sense ensures that they recognize that there is always a way to improve upon something and that they can never sit still.

Stakeholder glue

“We’re the glue between those parties to make sure the needs are met.”

A critical portion of the project management process is managing the stakeholders involved. Whenever it seems that a project might be shifting, it’s important to bring it back to the “why” of the key stakeholders involved in the process. While there may be several opinions from various stakeholders, the project needs to balance the needs of what will make it successful commercially and creatively.

Stakeholders can include the operator, the investors, or the intellectual property, meaning that many needs must be met in order for a project to be considered successful across all parties. Dawn says that Katapult acts as the glue between all of the stakeholders to ensure that each party’s needs are met equally.

Creating emotions

“Part of the design thinking is what the feeling and emotion is that you want people to get.”

Part of Katapult’s guest experience audit when entering into a new project is referred to as emotional journey mapping, which is a less quantifiable form of measuring the guest experience when compared to other metrics that audit objective or binary factors. Emotion, however, is often brought up in initial brainstorming sessions and drives much of the creative process.

Emotional journey mapping takes into consideration the various emotions we want our guests to feel at various times. While many assume that we always want our guests to be happy, there are many other emotions to consider - such as being comfortable, secure, scared, quiet, tranquil, and joyful. All of these emotions play a large role in the design process that can then be felt in the final product.

To learn more about Katapult, visit their website, and to reach out to Dawn directly, you can connect with her on LinkedIn.

To connect with AttractionPros: attractionpros@gmail.com

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Massimiliano Freddi is the Founder and CEO of Wonderwood, an adventure park in Italy where “little ones can have grown-up adventures and grown-ups can become children again for a day.” Massi is also the Second Vice Chair of IAAPA and will be taking the reins as chair in 2024. In this fascinating and inspiring conversation, Massi talks about resistance, being close to the product and the power of word of mouth.

Resistance

“People aren't waiting their entire lives for you to open your venue. They have busy lives.”

There are many forms of resistance when it comes to starting and running a business, and the first one we often have to overcome is our own resistance to taking action or following through on our dreams. Wonderwood is a great example of what can be accomplished when you stop thinking about what holds you back and begin thinking about the path forward.

Resistance can also look like guests not choosing your location as the place where they want to spend their time and money. We have to realize that as much as we are behind our product and that we believe in it, not everyone is sitting around just waiting for your gates to open. This means finding new and innovative experiences to entice them, as well as creative marketing strategies to build awareness.

Being close to the product

“I love getting 5-star reviews, but I'm not growing from that.”

Massi explained that one of the drivers for wanting to open his own park was so that he could be closer to the product, i.e., the guest experience. He takes pride in the fact that he learns so much by watching and listening to the guests in real time.

Massi also shared that while he loves hearing about the great things the guests are experiencing, he recognizes that growth lives in the uncomfortable state of getting constructive feedback. Massi and his team seek this out in order to find ways to take the guest experience to the next level.

The power of word of mouth

“Wonderwood is a safe and beautiful place where people leave better than they arrive.”

“Transformation” is a word Massi used to describe the experience at Wonderwood. Building confidence, competence and inspiring guests to take on challenges that may not have taken on in other walks of life. That leads to a transformative experience.

When people have a good time, they will tell a few people. However, when their lives are transformed, they will tell everyone, and that is the kind of word of mouth Massi and his team attempt to drive every single day. Word of mouth advertising is not seen as a marketing initiative, but an operational one where the experience is laid out, and honest feedback from guests becomes the most powerful (and cost-effective) marketing campaign available.

To learn more about Wonderwood, you can visit their website or check them out on Facebook or Instagram. To connect with Massi directly, he suggests LinkedIn or sending him an email at massimiliano.freddi@gmail.com.

To connect with AttractionPros: attractionpros@gmail.com

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Mpume Mabuza is the CEO of Downtown Music Hub, an iconic music heritage facility in the heart of Johannesburg, South Africa. Additionally, Mpume is the President and Board Chairperson of the African Association of Visitor Experiences and Attractions (AAVEA). Mpume began her career in the industry as a marketing executive at uShaka Marine World in Durban, at which point she also volunteered with the organization that later became AAVEA. Her goal at Downtown Music Hub is to create an experience that is immersive, transformative, and interactive. In this interview, Mpume talks about music as an attraction, the industry’s growth in Africa, and seeing barriers as opportunities.

Music as an attraction

“This is quite topical right now - how music plays a role in tourism, and it truly does.”

South Africa has a rich music heritage and was the only location where musicians could record music on the entire continent for decades. This gives the Downtown Music Hub a unique positioning that allows guests to immerse themselves into the music culture that has developed in South Africa and learn about international artists who recorded in that space, such as Dolly Parton and U2.

Mpume stresses that music is the attraction and is the universal language that connects people. Her goal is to take the museum to the next level to expand the facility and visitor experience, including inspiring people to sing, be happy, and maybe even discover their hidden talents!

Industry growth in Africa

“There is innovation that comes out of collaboration.”

As the President and Board Chairperson of AAVEA, Mpume says that days of attractions operating in a silo are gone and that there is a need to collaborate with attractions across the region to share what has worked in countries such as South Africa, where the industry has seen success.

Part of what will fuel the growth goes back to the basics, and that includes defining what an attraction is. AAVEA’s website has spelled out how an attraction is defined because there is a perception that an attraction consists of large destinations, marine parks, monuments, and national parks. However, attractions come in all shapes and sizes, and irrespective of the type of facility, AAVEA’s goal is for those operators to know that the association represents them as well as the larger players in the industry.

Barriers as opportunities

Connecting with industry professionals throughout Africa has presented its challenges. Historically, barriers have existed within the continent that have prevented people from being able to travel from country to country easily. For instance, for many years, traveling from South Africa to Nigeria required connecting through Germany, making it extremely restrictive to be able to travel.

When the restrictions on travel and trade were lifted in East African countries, the attractions industry saw immediate success and a boost in business. By identifying the barriers put in place, the industry can see these as opportunities to fuel its growth. For instance, AAVEA partners closely with IAAPA to share initiatives, which allows them to adapt to global industry trends while simultaneously embracing their rich cultural heritage.

To learn more about the Downtown Music Hub, visit their website. To get in touch with AAVEA, you can visit the website or email info@aavea.org.za.

To connect with AttractionPros: attractionpros@gmail.com

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There is a lot of talk these days about guests having autonomy and agency to create and curate their own experiences within our attractions. What about the other side of the coin, where guests may need the help and assistance of our expert employees to truly have the experience they want to have? In this episode, Matt and Josh explore the concept of cultivating experts, using your awareness of the guest and how to find answers.

Cultivating experts

“You’re in my domain. I’m going to tell you how to have the best experience.”

We all want our team members to be experts… experts at the functional portion of their jobs, experts at providing service and experts at explaining all of the features and benefits of your facility to your guests. The problem is, that level of expertise takes longer to cultivate than most team members will be around.

So the first strategy of cultivating experts to serve your guests is to realize it takes time. On top of that it takes coaching, repetition, practice, teaching, coaching and a bit more time. Malcolm Gladwell says that it takes upwards of 10,000 hours of deliberate practice to become world-class at something. That’s just over 9 years someone would have to spend becoming an expert in your business.

Using your awareness of the guest

“Be aware of what’s around you and what people are saying.”

Sometimes the biggest impact gesture comes from the act of being aware of your surroundings so you can react in the moment or even anticipate a guest's need because you almost see what they need before they see it.

Maybe you are passing someone on the midway and you overhear them talking about ice cream or how to get to a show venue. Taking a few seconds to respond could mean the difference in a good guest experience and a great one. However, we can get so focussed on the operation and efficiency that we can lose sight of those in-the-moment opportunities that only present themselves if we are aware of our guests and what they need.

How to find answers

“Give people the opportunity to learn how to find the information, rather than expecting everyone will know everything.”

We’ve all heard a manager say, “We don’t want you to say, ‘I don’t know’ when a guest asks a question.” Okay, then what SHOULD I say? That is the frustration many team members go through when learning the finer points of their job. The sentiment, of course, is that we want our “experts” to be able to provide any assistance a guest may want.

In order to do this and help cultivate experts, organizations need to provide tools for team members to learn where to get this information. For example, a park map or app likely has answers to 95% of questions a guest may have, so teach your team how to use the app. It could also be a hotline/helpline that people can call, maybe it goes directly to Guest Services who likely have the answers our operators are seeking.

It’s intimidating to say, “don’t say I don’t know.”, but it’s empowering to provide a way for people to find the information they need at a moment’s notice.

To connect with AttractionPros: attractionpros@gmail.com

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Traveling for leisure can be rejuvenating, relaxing, educational, and an opportunity to disconnect from the real world for a short time. And when you work in the attractions industry, it can also inspire you to come up with new ways to improve your operation back home! Recently, Matt and Josh both traveled internationally and came back with several guest and employee experience examples worth talking about. Even better, they recorded their findings in person at the Florida Attractions Association annual conference in the middle of the networking center. In this episode, Matt and Josh share insights from recent trips to Ireland and Turks and Caicos, respectively.

It takes people to make the dream a reality

“It’s the human beings that are going to determine whether the experience is positive or negative.”

Walt Disney said, “You can design and create, and build the most wonderful place in the world, but it takes people to make the dream a reality.” This quote resonates throughout the attractions industry and any other business where the team members truly deliver the experience. In Josh’s recent experience, he stayed at a Ritz Carlton, whose brand commands a high standard of premium service. With that said, it was the individuals with whom he interacted that made the experience what it was, and a select few truly made the dream a reality. Despite the warm weather, blue skies, sandy beach, and crystal clear waters, the biggest memories from the trip were the team members who went above and beyond.

It takes years – sometimes decades – to make skills appear seamless

“When we are training people to be great service providers, it takes time.”

We expect a lot from our team members, especially when there is a high standard for service and excellence. We also know that we need to train them efficiently so that they are proficient from their first day interacting with guests. True service skills, however, come with time. Matt shares an experience in a Pub in Killarney where the bartender interacted with guests with his authentic personality, which created an enjoyable experience, even though his service could be described as “non-traditional.”

When a guest made an obscure off-menu request, the bartender fully understood what she was asking for and her response was that it was exactly what she wanted. The bartender’s reply was, “I should hope so. I’ve been doing this for 20 years!” Had it been earlier in his career, he may have sought assistance from a coworker or made a drink that did not align with the guest’s request, but after two decades of experience, the unusual request was able to be seamlessly delivered.

The challenge of exceeding expectations is that it raises expectations

“When you have a high guest experience standard in place, you need to keep pushing it forward.”

We all strive to exceed the expectations from our guests. But what happens when our guests get used to us exceeding expectations for them? Josh shares an encounter he had that met the definition of “wow” moment – the staff found a way to do something that most guests wouldn’t expect that would leave a lasting impression. However, Josh expected it based on previous experience at other properties within the brand and even other brands with similar standards.

This is not to say that it wasn’t a positive experience, but it met his expectations for what the brand is known for, rather than go above and beyond. We need to continually think of ways to surprise and delight our guests so that once they pick up on certain patterns, we can push the envelope even further.

A genuine experience can transcend, or exceed, what you know is happening

“I knew that the offer was coming, but I didn’t feel like I was being sold to.”

In the attractions industry, much of the experience is predictable. In a theme park, after you ride a ride, you expect to walk through a gift shop at the end of the experience. On a tour, you expect the guide to present a solicitation for gratuity. However, when the experience is genuine, the feeling of “being sold to” disappears, because it’s a natural part of the experience.

When Matt partook in an experience where he made his own scones and ate them after, the owner said to the group, “If you enjoyed the scones, you can buy the recipe.” In response, guests lined up to buy it. While Matt knew it was coming, he didn’t feel like he was being sold to or manipulated as part of a retail experience. The recipe solicitation was a natural extension of the experience, which was delivered so excellently, Matt felt like his group was the only one in the world who had done it – despite multiple tours running daily.

If we look at it from the lens of the employee experience, if every part of the culture shows that leadership wants them to have the best employee experience, when it comes time to have difficult conversations, they should come across seamlessly, just like the sales opportunity at the end of the guest experience.

Use your knowledge of how guests can have an even better experience

“Sometimes you need to help your guests have the best experience that they can.”

One of the core tenets of guest service is anticipating guests’ needs, which recognizes that guests may not have all the information to have the best experience possible. It Josh’s case, it wasn’t just information, it was talent and skill when he rented a paddleboard in relatively choppy water. After falling several times in a short period of time (providing quality entertainment for everyone on the beach), the guide called Josh back to shore and gave him several tips that he could use to improve his skills. The guide didn’t need to do it; his responsibility including efficient paddleboard rentals and ensuring that all guests were safe – but he saw an opportunity to help Josh have a better experience, which was even more satisfying than it gone well from the start.

This also connects to the employee experience. As employees are learning their jobs and building their proficiency, leaders can recognize opportunities where they can give their employees the chance to fail, learn, adjust, and improve – similar to Josh’s experience on the paddleboard.

The environment plays a significant role in the experience

“In the physical environment that we put people in, what kind of mood does that create?”

Matt visited a pub in Waterford that was more than 300 years old, and possibly even owned by the original family. The pub remained mostly untouched, with modern fixtures like restrooms only being installed in the 1960s. The environment was supported by a musician playing songs and the wobbly tables that allowed guests to appreciate the historic significance of the pub.

In modern-day structures, we create the environments that put guests in certain moods, and supplement them by the amenities that go along with them to match the mood you are seeking to create, which leads to full immersion and escapism. By fully immersing guests into the desired emotional outcomes, it allows them to disconnect from the challenges and stresses of their daily lives, and be fully present in the experience.

We hope you enjoyed these takeaways as much as we enjoyed collecting them!

To connect with AttractionPros: attractionpros@gmail.com

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Peter van der Schans is the Executive Director & Vice President IAAPA EMEA, which represents IAAPA member interests in Europe, the Middle East and Africa. Peter will be the first to tell you that these areas are not only diverse culturally, but are also wide ranging in terms of industry maturity and development. Peter’s background in operations helps him relate to the members and provide support in navigating their most difficult challenges. In this episode, we get to hear Peter’s thoughts on selling emotions, up and coming markets and supporting young professionals.

Selling Emotions

"It’s young, it’s old, it’s laughs, it’s fear. In the end, it comes back to that emotion."

Many people will say that our real “product” in the attractions industry is fun or memories or experiences. Peter distills this down to its core by saying we sell emotions. An emotion will drive our behavior and our willingness to come back and tell our friends. Our emotions, if expectations aren’t met, can also prevent us from returning.

Peter also shares that those emotions can come from many different places, such as riding a roller coaster or sitting on a bench to enjoy the view. No matter the size or scope of the operation, it’s critical to look at all of the opportunities a guest has to feel something, because those are decision points and will determine if we have done our jobs or not.

Up and Coming Markets

"You can see that there is a gray zone that is not the obvious theme park that is our member."

Peter talks about the diversity of the markets he and his team support, stating that on the whole, Europe would be considered mature, the Middle East is developing and Africa is up and coming. He is sure that in the coming years Africa will gain ground and develop as a great spot for attraction development.

What Peter acknowledges that what he doesn’t know is what the timeframe or the attraction mix will look like in that region. Currently, you have safaris, cave tours, and other nature-based attractions and experiences. Will we see full blown theme parks in Africa? Tough to say, but the desire to expand the tourism base is there, and where there is a will, there is a way!

Supporting Young Professionals

"We try to touch their hearts to see if we can persuade them to pursue a career in our industry."

In sharing his own journey, you can tell that Peter is passionate about developing his own skills as well as the skills of others, particularly Young Professionals in, or interested in, the attractions industry.

Peter outlined some of the initiatives and strategies to engage the future leaders of our industry. At the Europe Expo in Vienna in 2023, a job fair is being held to attract students and young professionals who may be interested in pursuing a career in the industry, but may not realize their area of study has a place. For example, those focusing on tech, as well as operations, F&B, and hospitality are all needed as the industry continues to grow. In addition, Peter talked about his desire to have Young Professionals represented across the board in committees and strategic planning to get their perspectives and provide exposure to the inner workings of the industry.

To connect with Peter, check out the IAAPA team members page. To learn more about IAAPA EMEA, click here.

To connect with AttractionPros: attractionpros@gmail.com

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We have reached an incredible milestone, and we are celebrating in style! For the 300th episode of the AttractionPros Podcast, Matt and Josh flew to Orlando and recorded this special episode in the lobby of IAAPA’s World Headquarters. But wait! Instead of interviewing an industry leader, the tables were turned as Scott Fais, Global Editorial Director for IAAPA, put Matt and Josh in the hot seats and interviewed them on their careers, the impact of AttractionPros on the industry and themselves, and a series of rapid-fire questions. We’d like to thank Scott for opening the doors to IAAPA headquarters and hosting this special episode!

The impact of AttractionPros on the attractions industry

“It’s never a straight line from being a ride operator or a sweeper or scooping ice cream to being the CEO of a company.” –Matt

One of the biggest impacts AttractionPros has made on the industry is that the podcast has opened people’s eyes to various career paths. Throughout the hundreds of interviews we’ve conducted, it’s clear that there is no one clear path from being a frontline employee to an executive leader.

“We saw an opportunity to create something for attractions industry professionals to learn from the best in the business.” –Josh

When we began the podcast in 2017, we identified a gap in educational content for those building a career in the industry. With plenty of content available for enthusiasts and travel planning, we set out to make an impact on attractions industry professionals (also known as AttractionPros) to learn from the best of the best across all areas of the attractions industry.

How we look at the industry differently

“Sometimes, when you think about people in those positions and you don’t know them, it’s easy to dehumanize them.” –Matt

After 299 episodes, one of the biggest takeaways is that we’re all human. Someone in an executive leadership role may come across as intimidating, and by conducting an interview that highlights their career path, their personal life, and mistakes they’ve made along the way, it shines a light on the person behind the title.

“I feel that the industry is even smaller after talking to so many people.” –Josh

It also makes the industry feel smaller. In addition to identifying mutual connections and connecting the dots from a networking standpoint, hearing similar challenges and guidance across attractions and facility types that you may not associate with each other, it shows that the industry is largely on the same page and singing the same song.

Podcast guests who have made a large impact

Every guest on the podcast has had an incredible story to share and an incredible message for the industry, making it difficult for Matt and Josh to each pick one! Nevertheless, Matt stated that when we interviewed Brian Knoebel, it was a last-minute scheduling based on a cancellation, meaning we had no questions prepared. Despite the lack of preparation, his father’s birthday, and only a few days before opening the park for the season, Brian offered us his undivided attention and conducted an incredible interview.

Josh cited John Wood, President and Chairman of Sally Dark Rides, and the way in which he shared how rides like Sally - and the experience in a theme park in general - create a lasting impact on people’s lives that extends far beyond the duration of the ride or the visit to the park. We often lose sight of why people visit attractions of any kind because it gets lost in the day-to-day minutiae, and listening to John’s view of the industry is a refreshing reminder.

What has the podcast done for us

“The podcast has given me another way to give back that I never would have thought of.” –Matt

The podcast has deepened Matt and Josh's ability to network and make connections within the industry. An invitation to come on a podcast is not a sales pitch, making it more likely for an executive to say yes to offering their time. It also has been an excellent way to give back to the industry that we have gained so much from.

“I feel like I am continually gaining an advanced degree in the industry.” –Josh

Additionally, the amount of education and inspiration from the podcast makes it feels like one can gain an advanced degree in the attractions industry. With hundreds of interviews across so many topics, the audience can learn about executive leadership, operations, hospitality, marketing, safety, animal care, DEI, and nearly every topic that you can think of that touches the attractions industry.

Scott also asked Matt and Josh about the impact that IAAPA has made on their career, the value of being an IAAPA show ambassador, how the AttractionPros Mentorship Internship came to be, common challenges that the industry is facing, advice for starting a podcast, and then a fast round of rapid-fire questions.

To learn more about IAAPA, who graciously hosted us for this special recording, visit www.iaapa.org. To get in touch with us directly, contact attractionpros@gmail.com.

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How will AI disrupt the attractions industry, including theme parks, zoos, museums, aquariums, and family entertainment centers?

Artificial Intelligence (AI) has the potential to transform the attractions industry in a variety of ways, including theme parks, zoos, museums, aquariums, and family entertainment centers. Here are some ways AI could disrupt the industry:

Personalized experiences: AI can be used to create more personalized experiences for visitors. For example, theme parks could use facial recognition technology to identify visitors as they enter the park, and then provide recommendations for attractions and activities based on their past behavior and preferences.
Enhanced safety: AI can help improve safety and security at attractions. For example, facial recognition and behavior analysis algorithms could be used to identify potential threats and alert staff.
Efficient operations: AI can help attractions operate more efficiently by automating certain tasks. For example, chatbots could be used to answer frequently asked questions, freeing up staff to focus on other tasks.
Predictive maintenance: AI can help attractions predict and prevent equipment failures. For example, sensors could be used to monitor ride components and alert maintenance staff before a failure occurs.
Augmented and virtual reality: AI can be used to create more immersive experiences, such as augmented and virtual reality attractions. These experiences can be customized to the individual visitor, providing a unique and memorable experience.

Overall, AI has the potential to enhance the attractions industry by providing more personalized experiences, improving safety and security, and increasing efficiency. However, there are also potential risks, such as privacy concerns and job displacement. As the industry evolves, it will be important to carefully consider these risks and work to mitigate them.

What do you think? How will AI disrupt the attractions industry? Let us know your thoughts on Facebook, Twitter, LinkedIn, or Instagram.

Also, what do you think of this episode format? Should we do more of these?

To connect with AttractionPros: attractionpros@gmail.com

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Are branding and theming the same thing?

With each podcast interview, we share multiple quotes on social media aimed to inspire, motivate, and educate our audience (AKA you) while encouraging you to check out the full interview to gain the full story behind the quotes. While promoting episode 294, we posted a quote from our interview with Jerry Davis: "Branding and theming are the same thing.”

If you listen to Jerry’s reason behind the quote and the full story that led to it, it makes perfect sense (side note: check out episode 294 if you haven’t already). However, on its own, it sparks debate. In this first-ever minisode, Matt and Josh read comments from Instagram, Twitter, and LinkedIn, where many industry professionals chimed in with their thoughts on the subject.

What do you think? Are branding and theming the same thing? Let us know your thoughts on Facebook, Twitter, LinkedIn, or Instagram.

Also, what do you think of this episode format? Should we do more of these? (Spoiler alert: episode 299 is also a minisode)

To connect with AttractionPros: attractionpros@gmail.com

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Dr. Mike Adkesson is the Chief Executive Officer at the Brookfield Zoo. As a veterinarian by trade, Mike has always had a soft spot for animals, working tirelessly to create a better world for them both in nature and under human care. Mike's passion for animals began at a young age when he participated in his first animal care youth program at age 8, leading him to become a zookeeper at 15 before pursuing his doctorate in veterinary medicine. With over 15 years of experience in animal care and welfare, Mike was promoted to CEO of Brookfield Zoo in October 2021 and is now dedicated to providing guests with unforgettable experiences while also leading global conservation efforts beyond the walls of Brookfield. In this interview, Mike talks about learning while having fun, conservation beyond the zoo, and animals being happy.

Learning While Having Fun

"I passionately believe that people listen and learn more when they're having fun."

Mike emphasizes that the guest experience is paramount in ensuring that the messages of animal care and conservation are absorbed. When guests are surrounded by problems and can’t enjoy the true zoo experience, we can’t expect them to care about messages that go beyond the zoo.

To tackle this problem, Mike shares that the operation needs to have excellence in every corner of the experience. The food should taste amazing, and the attractions should be engaging. However, Mike emphasizes that the most crucial element is to create intimate and one-of-a-kind animal experiences to engage guests and get them to care. Mike believes that without a great guest experience, the zoo's mission and purpose can’t be fulfilled.

Conservation Beyond the Zoo

"They care more about a specific species because they saw it close-up here at the zoo."

Mike's passion for conservation and the missions supported by The Brookfield Zoo stem from his background as a veterinarian. He believes that to expand these efforts, it's crucial to make the information about them readily available and easily accessible to the public. From featuring information on the website to organizing lunch seminars for the public, the zoo endeavors to communicate the other side of what they do beyond providing exceptional care for the animals at their facility.

Zoos and aquariums worldwide have provided 1 billion dollars in funding for these conservation programs. Mike shares that by letting the guests know where their dollars are going, it can create that next level of attachment to the animals in the zoo and the missions the zoo supports. Moreover, by providing intimate interactions with certain animals, the guest experience can be elevated to a call for action, inspiring them to support conservation efforts beyond their visit to the zoo.

Animals Being Happy

"Our animals receive better care than billions of people around the world."

In the past, Zoos haven’t been nearly as caring and appreciative of their animals as they are now. Mike shares that it’s important to change the narrative and discuss the changes that have been made over the past 30 years to bring significant improvement to the lives of these animals, and show just how important that care is.

Many guests don’t understand indicators of certain animals being happy, and can actually misunderstand those indicators. To combat this, Mike provides guests with scientific evidence and measured data to not only let the guest know that the animal is happy, but prove it. Mike emphasizes that by having open, tough conversations, guests will ultimately walk out of the experience much more educated.

To connect with Mike, you can find him on LinkedIn. To learn more about The Brookfield Zoo, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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We all want to enjoy our time off. However, as leaders, there is often this nagging feeling like we’re missing something or we are going to be needed for an important decision. What follows is an endless parade of checking email, texting co-workers, checking email, thinking about the work left undone, checking email…

When does it stop? When you proactively put a plan in place to identify the things you SHOULD be contacted for vs the items your team should be able to handle. In this episode, Matt and Josh talk about defining your DEFCON, operational communication, and empowering your team.

Defining your DEFCON

"If I am going to hear about this from external sources, then I want to hear it internally first."

You're getting ready to leave for an extended period of time and tell your team, “Only contact me if there is an emergency.” However, your version of an emergency and their version rarely line up - without some conversations and expectations.

Defining your DEFCON refers to creating a system or tiered approach to emergency or off-time communication. Similar to measuring a nuclear threat, you can assign DEFCON ratings to various situations that may or may not require your intervention. DEFCON 1 (worst case scenario) could be a team member or guest injury, a 911 call, or social media event about to go viral. You NEED to know and possibly act on these situations. A DEFCON 5 (lowest priority) could be a routine guest complaint or needing toilet paper. Your staff should be able to do these things and do not require immediate attention.

Operational communication

"It’s not just about delegation, it’s also about communication."

Defining when and how to communicate goes beyond preparing for a vacation; it should be the rule for figuring out the best way to run your operation. With so many communication methods and strategies available, there is no reason for someone to be out of the loop.

As you are defining your DEFCON, you are likely identifying areas of the business that your team should be able to handle but maybe can’t. This gives you a great place to start regarding tasks and processes you should discuss with your team. This not only prepares them for your absence, but ultimately this process strengthens their individual skills and builds the confidence needed to function without you.

Empowering your team

“Fewer employees having more autonomy means we HAVE to empower them.”

Teaching your team how to handle situations requiring more and more responsibility not only increases their aptitude and confidence but also gives them a greater sense of ownership and autonomy. The true definition of empowerment is to literally give power to another person - you are doing this by teaching a skill and trusting them to carry it out without your supervision.

Whenever you empower someone, the results may not come out as you thought. Maybe they are better, maybe they are worse. If they are better, celebrate and recognize your team for improving a process or practice. If the results are not what you expect, then this would trigger a coaching conversation where you can discuss the decision-making process and actions taken.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas

To connect with AttractionPros: attractionpros@gmail.com

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Jeffrey Nichols is the Chief Executive Officer at The National Civil War Museum, and has over 25 years of museum experience. Jeffrey has held several leadership roles at various museums, including the Mark Twain House & Museum and Thomas Jefferson’s Poplar Forest. Jeffrey’s passion for history began during his college years in Connecticut, where he studied history and got his start at the New Haven Museum in his home state. Now, Jeffrey now leads The National Civil War Museum in Harrisburg, Pennsylvania, with a commitment to preserving and sharing the stories of the Civil War era. In this interview, Jeffrey shares the role of history museums, connecting history to today, and the business of non-profit.

The Role of History Museums

"People believe that museums are trustworthy."

Now more than ever, museums are recognizing the importance of engaging their audiences beyond traditional methods. With traditional history lessons becoming less prevalent in classrooms, museums are stepping up to fill the gap and provide immersive, experiential learning opportunities that can't be replicated in a textbook. Jeffrey understands the significance and works to ensure that his museum is not only teaching history, but also creating an emotional connection to the past.

Jeffrey emphasizes that by sharing both sides of a story and highlighting the true scale of an event, museums can create a more complete understanding and visitors will see more of the significance. By presenting a balanced narrative, visitors gain a deeper understanding of the complexities of past events and develop a much stronger perspective on these events.

Connecting History to Today

"Museums and historic sites strive to broaden one's perspective."

The study of history serves a multitude of purposes. Jeffrey shares that history educates us on our past mistakes, and gives us a benchmark to relate to current events. Not only this, but experiencing something like The National Civil War Museum builds critical thinking skills by allowing visitors to learn about history in a multi-dimensional way.

Jeffrey emphasizes that history is never black and white, much like the nature of the information we get in our world today. Jeffrey believes that by teaching history and fostering critical thinking skills, new and existing generations can develop the ability to analyze more complex situations, comprehend these diverse viewpoints, and make informed, strong decisions.

The Business of Non-Profit

“Having some business sense is important.”

Jeffrey shares that getting his MBA while working at the Mark Twain House & Museum allowed him to gain a deeper understanding of strategic thinking and acquire new skills to help grow the business, which proved to be especially valuable when facing the challenges of growing a non-profit organization. By thinking in different directions, Jeffrey has been able to successfully contribute to the growth of The National Civil War Museum since his arrival.

One of the challenges Jeffrey has faced is the marketability and advertising of the museum experience. Due to the severity and importance of the exhibits in the museum, guests don’t take selfies or post about their experience on social media very often, but rather resort to word-of-mouth referrals. To help balance the gap, Jeffrey has built a digital platform for marketing, using the resources made available to him to help grow and attract guests to the Museum, such as adverts and easily accessible information on their website.

To connect with Jeffrey, you can find him on LinkedIn. To learn more about The National Civil War Museum, visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Jerry Davis is a seasoned professional in the construction and attractions industry, serving as the President and Principal of PeakCM, LLC, an award-winning construction firm specializing in a wide range of projects from theme parks to healthcare facilities. Jerry's passion for the attractions industry was ignited after graduating from UCF and landing his first job at Beers Construction, where he worked on the iconic Marvel Superhero Island at Universal's Islands of Adventure. Over the years, Jerry has been involved in numerous incredible projects, and took his expertise to establish PeakCM, his own construction management firm. In this interview, Jerry talks about constructing attractions, controlled chaos, and balancing quality, time, and cost.

Constructing Attractions

"You need to learn how to manage the stress, pressure, and deadlines."

Jerry understands that constructing attractions is a unique and complex endeavor, often described as an intersection of cutting-edge technology, groundbreaking art, and innovative design. One of the most daunting aspects of constructing attractions is managing the budget while maintaining high-quality standards. Jerry acknowledges that working within a specified budget without compromising on quality can be an incredibly tough task.

Jerry recognizes that construction of attractions can be challenging, with various stakeholders, complex designs, and tight deadlines. To mitigate this chaos, Jerry emphasizes the importance of getting hands-on from the early stages of the project. One of these keys to success is when the contractor is brought on board early by the owner or project team, allowing for better communication, coordination, and alignment of expectations.

Controlled Chaos

"Construction projects are like controlled chaos."

Jerry acknowledges that construction projects, especially in the attractions industry, often face challenges with changes in design, unexpected issues, and potential impacts on timelines, quality, and costs. It is rare for a project to feel like it will be completed on time and on budget during the construction phase.

To effectively combat these challenges, Jerry emphasizes the importance of proper communication channels and a culture of collaboration. Having the right people with the right expertise and mindset around you can make a significant difference in addressing issues head-on, rather than getting stuck in a cycle of problem-solving without finding a solution.

Balancing Quality, Time, and Cost

"When you really want quality, your time gets sacrificed."

The quality, time, and cost triangle is a fundamental concept in the construction industry. For years, contractors and owners have sought to strike the perfect balance among these three elements, but often have to make tough decisions, as achieving all three simultaneously can be borderline impossible.

In recent times, however, the landscape has evolved with additional variables impacting the triangle. Factors such as extended lead times on materials and significant fluctuations in pricing have disrupted the traditional equation of time and cost. Jerry emphasizes that finding the right balance among quality, time, and cost is crucial to delivering a successful project, requiring effective communication with the owner and making educated and fair choices.

To connect with Jerry, you can find him on LinkedIn. To learn more about PeakCM, visit their website here.

This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the Kennedy Space Center’s branded mobile apps.

Like us, the folks at Attractions.io are on a mission to elevate our experiences. Their latest launch adds in-app photos to the Attractions.io mobile app, giving guests more time to view, purchase and share their media with loved ones.

Impressively, 88% of consumers say they trust content and recommendations from their friends and family over any other form of marketing – making user-generated content, like photo sharing, an essential strategy for your marketing team this season (according to Nielsen, in its global Trust in Advertising Study in 2021).

To learn more about Attractions.io and the new in-app photo feature, visit Attractions.io/photos.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Jeff Fromm is a serial entrepreneur, distinguished author, Forbes contributor, and a consultant for LANE|TERRALEVER. Jeff focuses on the study of youth marketing and trends, helping companies adapt to the new generations becoming more prominent in the market. Through his writing and research, Jeff has taken a deep dive into the attractions industry, seeking to learn what matters most to today’s consumers and employees, who are gaining more and more traction of economic power. In this interview, Jeff shares his knowledge of generational mindsets, moments that matter, and knowing your editorial authority.

Generational Mindsets

"You can be in your 50s and have a Gen Z mindset."

Simply put, generations are demographics. Oftentimes, we see splits in market interests and engagement between generations. Because of this, marketing needs to be applied in different ways to apply to different generations. Jeff knows that each generation has its own unique characteristics and preferences, which play a significant role in shaping their attitudes and behaviors towards various products and services. Understanding these differences is crucial for any business, including the attractions industry, to effectively market and reach their target audience.

However, generations are not limited to age ranges, despite the way that most people view them. Generations should be viewed as mindsets that can transend age groups, debunking myths like everyone who is considered Gen Z due of their age is tech savvy, or that Baby Boomers don’t care about sustainability or social justice. By focusing on generations as mindsets instead of birth year, you can better serve all of your stakeholders.

Moments That Matter

"The new frontier for competition is all about the customer experience."

Jeff knows that in today's world, it's important to engage diverse audiences in a way that goes beyond simply providing information or entertainment. While these factors are crucial, it's equally important to ensure that the content resonates with the audience. By adding elements of surprise and delight to the experience, the education can become more meaningful and memorable and contribute to a better guest experience.

Creating memorable experiences for guests involves carefully crafting the entire guest journey, from pre-visit to post-visit. It's not just about keeping guests entertained while they're on-site, but also about building excitement leading up to their visit and encouraging them to share their experience on social media afterwards. Experiences need to be tailored to each stage of the journey, whether it's through targeted advertising, personalized communications, or unique experiences.

Knowing Your Editorial Authority

"Profit is good, but if you only focus on profit you aren't serving all of your stakeholders."

Jeff emphasizes that brands need to know their editorial authority. Knowing your company's position on a subject and taking proper action is absolutely crucial to success in the long term. Great brands can do it wrong, and Jeff states that the best way to go about these situations is to listen to your consumers, employees, and be consistent with your message.

Jeff shares that consumers will pay a small premium to companies whose values align with theirs. Staying true to your brand message can build an emotional connection with consumers and promote loyalty, making it easier to achieve your goals. By consistently upholding your company's values, you create a sense of trust with your audience and reinforce your brand identity, which can set you apart from competitors in the market.

To connect with Jeff, you can find him on LinkedIn or visit his website here.

This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the Kennedy Space Center’s branded mobile apps.

To learn more about Attractions.io and the new in-app photo feature, visit Attractions.io/photos.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Ray Lauenstein is the Director of Business Development at ADG (Aquatic Development Group), a leading North American waterpark design, construction, and manufacturing firm. From a young age, Ray had a passion for water and nature while he was exploring, and this passion continued to follow him through his professional career. After starting in sports leisure and baseball training, Ray found his way to ADG through a friend's recommendation, where he rekindled his love for water. With over a decade of experience at ADG, Ray was recently promoted to Director of Business Development, where he aims to bring the joy of water to people around the world. In this interview, Ray shares insights on the history of making waves, water amenities beyond traditional water parks, and surfing without the ocean.

History of Making Waves

“When you stand still, you fade away.”

ADG initially entered the industry as a pool contractor, constructing Olympic-sized pools for clients in the region. However, as the market for traditional pools began to decline, ADG's leadership recognized the need to innovate and set themselves apart. They started drawing inspiration from around the world, and ventured into the market of creative water, which ultimately definesd their identity today.

As ADG continued to grow and innovate, they acquired other companies and continued to find inspiration for their products, which can now be found in water parks worldwide. Today, ADG is a design-build firm and manufacturer, offering a wide range of products and services to help clients take their next big dive in the market.

Water Amenities Outside of Water Parks

“Everyone loves water.”

While ADG is well-known for their work in water parks, they have expanded their reach into other sectors as well. They have worked with clients in RV resorts, zoos, aquariums, and other areas where water-based entertainment could add another dimension to the experience. ADG's focus on innovation has allowed them to continue pushing the boundaries of what's possible, and their expertise in creating unique water experiences is highly sought after by their clients.

Water features are a versatile and universal attraction that can enhance any environment, regardless of language or cultural barriers. Whether it's a pool in a sports stadium or an interactive spray pool in an aquarium, these water features can add a dynamic and immersive dimension to any experience. The appeal of water-based entertainment is widespread, and by incorporating these features into new areas, the guest experience can be taken to another level.

Surfing Without the Ocean

“Surf is the anchor, and we’re layering it with the social piece.”

Starting with a small attraction off of I–drive in Orlando, ADG has always been working to create surf technology ahead of its time. Since catching their first wave, ADG has gone through many renditions of their compact surfing simulator, eventually leading them to epic-surf, a surfing simulator that can use a real surfboard with a water depth of 3-5 ft.

With this innovation, ADG can create new experiences for land-locked guests, and also help inspire the next generation of great surfers. After all, anywhere people can find a wave, they’ll ride it. By taking advantage of this growing market ADG hopes to take compact-footprint surfing to the next level.

To connect with Ray, you can find him on LinkedIn. To learn more about ADG, visit their website here.

This episode is kindly sponsored by Attractions.io, the guest experience platform behind Merlin Entertainments’, San Diego Zoo’s, and the PGA Championship’s branded mobile apps. Like us, the team at Attractions.io are on a mission to elevate our guest experiences and ensure they exceed the expectations of today’s digitally native guests. By combining a branded mobile app with an operator console that consolidates behavioral data from every touchpoint in the guest journey, the Attractions.io platform empowers operators with the tools they need to increase guest satisfaction, spending, and loyalty. To learn more about how Attractions.io can help you connect your end-to-end guest experience, visit Attractions.io/howitworks.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Expectations are funny things. As businesses, we strive to exceed them so our guests will want to come back and also share their great experiences with others. The problem is that each guest may have a different set of expectations based on various inputs and experiences, so defining what the expectations are and what exceeding them looks like can be a challenge. In this episode, Matt shares a recent experience where the perception of exceeding expectations was thought to possibly have a negative connotation, which was quite a surprise. Matt asked Josh for his thoughts, and the following conversation about high expectations and how to exceed them was born.

Expectations and experiences are both difficult to define

Expectations and experiences are in the eye of the beholder. With varied backgrounds, inputs, stimuli, and reactions, it’s unlikely that different people will perceive that same experience in the same way. Businesses that can seek to understand the majority of their guests' expectations and design experiences to exceed those expectations will be the ones who can consistently captivate their audiences.

Over-promise and over-deliver your over-promise

When marketing an experience, organizations have to strike a fine balance between driving the anticipation of their offerings and the execution in real-time. Many will say, under-promise, so your delivery will create a WOW for your guests. We discuss a different tactic; to over-promise AND over-deliver on your over-promise! In the highly competitive market for your guests' free time and disposable income, you must entice them to visit, get off the couch, get the kids ready, research your policies and hours, and make the decision to give you a try. That takes a compelling message that, if mishandled, could mean that people choose a different outlet for their entertainment. This tactic also means you HAVE to execute at the highest levels because you have raised the stakes, and your guests will be waiting to see if you can deliver.

The intangible moments are where you go beyond what you promised

We’ve all had those moments. Those instances that elevate our view of the experience and make it memorable. Like expectations, those moments can be hard to define, but you know it when you feel it. The best organizations know what those feelings are, beyond the behavior, and empower their teams to do what’s right in the moment to create the emotional reaction and connection that leads to loyalty and great word of mouth. Sometimes those intangible moments can’t be planned. They can’t be put on a schedule. It’s a perfect storm of the employee having a deep understanding of what the guest is looking for so they can deliver on that in an authentic way.

Meets before exceeds

It should almost go without saying that organizations need to work to meet the defined need before trying to exceed it. In the case of an employee, meeting their expectations may include a safe environment, getting paid on time, and a fair schedule. If those are not met, employees will have a hard time buying into efforts made by their leaders - even if they qualify as intangible moments. Those exceeding efforts will fall flat because the basic needs have not been met.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Gina Claassen is the Vice President of Safety at Herschend Enterprises, a family-owned entertainment company focused on bringing safe family fun to people from all over the world. Growing up on a farm, Gina found her passion for attractions in college, when she got a summer job at Silver Dollar City. After gaining more knowledge about the industry, she volunteered as a show ambassador at the IAAPA convention in Orlando, which ultimately led to her joining Herschend Enterprises full time. Throughout her career, Gina has progressed from an attractions supervisor to her current role as Vice President of Safety. She also contributes to the industry by educating at events such as AIMS and IAAPA to help improve industry safety practices and standards. In this interview, Gina talks about knowing your appetite for risk, lifelong learning, and balancing tension.

Knowing Your Appetite for Risk

"If we don't accept any risk, no one would open."

Gina emphasizes that risk is an inherent part of life and must be managed, particularly in an industry where safety is paramount. She recognizes that every second of operation comes with a potential risk, but by creating a robust safety culture and implementing comprehensive training programs, frontline team members can effectively mitigate these risks. By prioritizing safety in all aspects of the business, the chances of accidents or incidents can be significantly reduced, ultimately leading to a safer and more enjoyable experience for guests.

Gina has developed a three-step plan for managing "Risk Appetite," which involves identifying the risks, evaluating the current practices in place, and determining whether they are effective or require changes. To delve deeper into these subjects, it's essential to work collaboratively as a team. These concepts are applicable at every stage of the process, from design and construction to operation. By implementing this approach, the team can continually assess and improve safety practices, ensuring that all potential risks are identified and managed effectively so that Herschend can continue to provide safe, wholesome family fun.

Lifelong Learning

"We're all lifelong learners."

Herschend's GROW U program provides a tremendous benefit to its employees, offering 100% free tuition to more than 11,000 individuals. Gina identifies the driving forces behind this initiative as the company's belief that everyone wants to learn, and their commitment to personal and professional growth.

As an educator herself, Gina recognizes the importance of learning, so she can regularly be found teaching at events such as AIMS and IAAPA. Through her involvement in educating others about safety in the industry, Gina continues to learn and grow as a professional. While she deeply values the opportunity to learn, she has also grown accustomed to being a voice for safety within the industry.

Balancing Tension

"We have to balance the tension to get the results we want."

To be a leader in safety, Gina says the greatest attribute is loving the challenge. When it comes to balancing tension and making tough choices, Gina claims that one of the most important aspects is being in a room full of different viewpoints. By building a team that shares these unique ideas, the tension of the decisions can be balanced in new and unique ways.

Another big aspect of balancing tension is remembering the big picture. By remembering that the end goal is to provide wholesome family fun, the conversation moves from a tense environment to a more fun, open minded conversation. By implementing these tactics and properly balancing the tension, the results are more than favorable.

To connect with Gina, you can find her on LinkedIn. To learn more about Herschend Enterprises, visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Adrian Jones is the CEO of Zip World UK, a company that specializes in creating unique and thrilling adventures. From the world's fastest zipline to underground mini-golf, Ade is an expert in taking experiences to the next level. Ade began his career working the frontlines at Alton Towers. This began a career with Merlin Entertainments spanning nearly three decades, where he served as General Manager of Madam Tussauds in Las Vegas and Los Angelos, opened LEGOLAND Florida as General Manager in 2011, before being promoted to President & Divisional Director of Midway Attractions in North America, and then Global New Concepts Development Director.. Recently, he became the CEO of Zip World, where he continues to innovate and create new, exciting experiences for guests. In this interview, Ade shares his insights on adventure tourism, the importance of giving people the freedom to succeed, and building strong relationships with local communities.

Adventure Tourism

"The adventure market is growing massively."

Adventure tourism gives guests the opportunity to experience some of the most unique things our world has to offer. When Ade started with Zip World, he was impressed with how positive the reviews were and how engaged guests were with the facilities. By providing a wide range of attractions for the entire family and creating a great guest experience, Zip World captures the attention of their guests.

Ultimately, the attractions industry is about selling fun, something Ade fell in love with when he got his start. One of the best ways to sell fun is to create a facility that can't be replicated virtually. For instance, the caverns at Zip World contain 200 years of formations, and the personal interactions with employees can’t be replicated in the digital space.

Freedom to Succeed

"If someone is frightened to fail, they won't take any risks."

Another key to the success of Zip World is the employee culture. Ade knows that the ‘People Agenda’ is a huge priority when it comes to building a successful culture. To take employees to the next level, Ade emphasizes the importance of creating the freedom to succeed. By implementing this culture, employees get the chance to build who they are and help create a dynamic business.

Mistakes build who we are, and by creating a freedom to succeed, we also create the freedom to fail. Failure is important, and everyone can learn from their mistakes. Ade knows that by failing, we can become stronger in the places we were broken before, which is something that could benefit any operation.

Community Relations

“We were very sympathetic; we listened.”

One of Ade’s greatest challenges was leading the development of LEGOLAND Florida while simultaneously creating a great relationship with the Winter Haven community. By holding town halls and being open to feedback from the locals, Winter Haven is now proud to have LEGOLAND Florida as a staple in their community.

Ade's most valuable lessons were about the importance of following through on your promises and the impact of small gestures. When working with homeowners and existing communities, it's crucial to be mindful and considerate. By being transparent and keeping promises, trust can be built and disasters can be avoided. These actions contribute to fostering a positive and cooperative spirit within the community.

To connect with Ade, you can find him on LinkedIn. To learn more about Zip World, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Dan Cockerell is a Disney Keynote Speaker and co-founder of the Cockrell Consulting Group alongside his wife, Valerie. Dan discovered his passion for service while working in the industry during his college summer months. He pursued a degree in Political Science at Boston University and after graduation, he ventured to Florida to work for Disney. Dan began by parking cars at Epcot, and then took the opportunity to open Euro Disney (now Disneyland Paris), also in parking, before returning to Walt Disney World in Orlando. In due time, he was promoted to Vice President of Epcot, and he later held the same role for Disney’s Hollywood Studios and Magic Kingdom. Dan’s most recent adventure has been his consulting business, helping companies worldwide provide more for their guests and reach their own goals. In this interview, Dan talks about marketing campaigns for leaders, applying your passion, and letting go of ego.

Marketing Campaigns for Leaders

"You've got to learn to fly at 10,000 feet, and you've got to learn to walk on the tarmac."

Drawing on his experience as a former Disney executive, Dan understands that providing a great guest experience hinges on a positive employee experience. Ultimately, when holding a leadership position at the world's largest single-site employer, it can be challenging to connect with everyone working the front lines. To overcome this obstacle, Dan devised a strategy to establish his reputation as a leader and to create a friendly atmosphere when interacting with his frontline team.

By allocating one hour every day to walk the park, Dan made sure that he was consistently seen by his team while learning the truth about the operation. Oftentimes, Dan would buy his team members lunch, or offer them assistance if they seem to be in a tough situation. By consistently interacting with his team members and listening to what they have to say, it showed intention and care. Other leadership at the park quickly followed in Dan’s footsteps, helping bring a new level of communication and excellence to the operation.

Applying your passion

"Hire for skills, passion, and attitude."

Passion is a huge motivator in the attractions industry, and Dan believes in using that passion to achieve goals beyond providing excellent guest experiences. Dan has identified four essential elements to help build a successful operation based on this same passion that drives people to the industry.

The first key is attitude. Dan believes that team members should have the courage to overcome obstacles and keep pushing forward. The second key is relationships. Building strong connections with colleagues and guests is crucial to establish effective communication. The third key is expectations. Setting clear expectations of what greatness looks like and how to achieve it is crucial for a successful team. Lastly, recognizing and reinforcing positive behavior is important to motivate team members to continue performing at their best.

Letting go of Ego

"Just because you're in a role with a certain title, it doesn't mean that you're smarter than everyone else."

Dan has gained a wealth of experience over the years, and he has learned from numerous mistakes. One of his most significant takeaways from his time at Disney is the importance of letting go of ego. Although holding a special role with substantial responsibilities may be prestigious, the truth is that the person only got to that position due to the support of the people around them. The reality is that you cannot and should not accomplish anything alone, regardless of how insignificant the task may seem.

Dan knows there’s lots of value in effective communication, and he believes that ego can often impede it. Dan stresses the importance of sticking to the basics and being a team player within your operation. By doing so, you can elevate your performance by incorporating the ideas of the people around you. The best leaders keep themselves surrounded by people who are smarter than they are. When leaders fail to take input or advice from their team, it can have a detrimental impact on the operation.

To connect with Dan, you can find him on LinkedIn. To learn more about Cockrell Consulting, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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The guest experience is influenced by many factors, but none are more crucial than our employees. Their interactions with guests can make or break a visit and impact the guests' perception of an experience. To fully immerse our team members in the guest experience, it must be integrated into every aspect of the employee lifecycle, from recruitment to offboarding. By doing so, we can create a sustainable culture of hospitality for both our guests and employees. In this episode, Matt and Josh delve into strategies for infusing guest experience initiatives into the employee lifecycle, to ensure that every touchpoint with our team members enhances the guest experience.

Building your culture of hospitality

Creating a culture of hospitality for your team members is about more than throwing a pizza party. It requires a comprehensive approach that integrates the guest experience into every aspect of the employee lifecycle. With this foundation in place, we can establish a workplace environment that embodies hospitality, enabling our team members to deliver an exceptional experience to our guests. This holistic approach will equip team members to go above and beyond, resulting in an even more memorable and satisfying experience for guests interacting with our employees.

Recruitment

Recruitment is the art of building relationships with potential team members and represents the first touchpoint in the employee lifecycle. By infusing the guest experience mentality into the recruitment process, we can identify strong candidates who possess admirable traits and align with the company culture and mission statement. During the interview, we can define a realistic scenario that the candidate may encounter on the job and outline the parameters they would need to work within. By emphasizing the importance of the guest experience from the outset and finding candidates eager to create those experiences, we can develop employees who are better equipped to deliver exceptional experiences.

Onboarding

Onboarding is the touchpoint in the employee lifecycle where team members gain insight into the inner workings of the company and experience what it's like to work in the facility. Instead of overwhelming employees with information during orientation, we should focus on creating an experience that we would provide to our guests. By instilling a feeling of confidence and the excitement of thinking "I made the right decision," employees develop a stronger connection to the company and are better equipped to deliver exceptional guest experiences. By immersing new team members in the guest experience mentality during onboarding, we can foster this culture of hospitality and set the stage for success.

Training

When we transition into the training touchpoint, it’s advantageous to build on the foundation of a team member’s previous experiences with the company, such as if they have visited as a guest in the past. By doing so, we can ensure that the guest experience remains infused throughout the entire process, while also helping to develop stronger team members. Effective training not only imparts the necessary knowledge and skills, but also establishes a sense of connection within the company. When these phases are connected and work in harmony, employees can better understand how their work fits into the larger picture, which can foster a sense of purpose and motivation. Additionally, by aligning the training process with the company's values and culture, we can ensure that new team members feel invested in the success of the organization from their first day of on the job training.

Development

To infuse guest experience into development, create a mentality where it's 'cool to care' about the guest experience. When team members feel invested in the success of the experience, they become more motivated and committed to the mission. This can be done by recognizing and amplifying success, as well as providing constructive feedback to address imperfections. By doing so, we can create a culture of continuous improvement and ensure that our team members are always striving to provide the best possible experience for our guests. However, this mentality needs to be instilled from the top-down, and consistency is key. All levels of the organization, from frontline employees to executives, must be committed to the development and training of team members. Without consistency in this regard, the system breaks at its layers, and fails to create a sustainable positive culture.

Offboarding

Offboarding is often overlooked in the employee lifecycle, but it can have a significant impact on the guest experience. When team members leave, they become guests again, and how we treat them can influence their perception of our company. To maintain a positive relationship, we need to think beyond the typical exit interview and develop creative ways to show our appreciation. For instance, offering former employees long-term discounts or occasional tickets can keep them engaged as advocates for our brand. Another strategy is to establish an alumni program, which not only maintains the connection with former team members but also helps address staffing needs.

But here's the catch: none of this will work if we don't treat our employees well and create a sustainable positive culture. By building a strong foundation throughout the employee lifecycle, we can create a workforce that is invested in our mission and committed to delivering exceptional guest experiences, even after they move on.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Jeroen Nijpels is the Owner and Managing Director of JNELC. After several years of experience of theme park planning and attraction sales in Asia and Europe, Jeroen established JNELC to assist parks in purchasing attractions. Throughout his career, Jeroen has developed strong relationships and has been instrumental in leading IAAPA’s young professionals program. Jeroen is also currently the Chair of IAAPA’s Manufacturer & Supplier Committee and serves on the Board of Directors. In this interview, Jeroen shares insights into the challenges of selling roller coasters, the importance of relationship-based marketing, and valuable advice for young professionals aspiring to excel in the industry.

Selling Roller Coasters

“The bottom line is… I sell roller coasters.”

Selling roller coasters (along with other types of rides and attractions) is an art that goes far beyond just adding an attraction to a facility. It involves a comprehensive approach that considers various factors such as the target audience and unforeseen/indirect costs. Jeroen understands that each sale is a defining moment for his company, and he strives to make it successful by incorporating portfolio management and a 'big picture' ideology into his sales practice.

Jeroen uses every sale as an opportunity to learn and improve his approach, which helps him become a more effective manager for his clients year after year. By prioritizing a holistic approach to roller coaster sales and figuring out what sticks from previous sales, Jeroen has established a reputation for delivering results that exceed his clients' expectations.

Relationship-Based Marketing

"Our industry is friendly towards its competition."

Jeroen's goal when working with new clients is to establish long-term relationships. JNELC recognizes that purchasing roller coasters and attractions is a significant investment, and they strive to maintain contact with clients to remain updated on their needs and preferences. By keeping this connection, Jeroen has been successful in turning new clients into lifelong customers.

Jeroen leverages his existing relationships to build new connections and expand his network. Instead of exhibiting at trade shows, JNELC instead opts to host social events for both existing and potential clients. By taking a patient and proactive approach, JNELC builds strong, lasting connections that extend beyond typical business interactions. This strategy has allowed Jeroen to cultivate a network of clients who trust and value his expertise, making JNELC a go-to source for purchasing attractions and related services.

Advice for Young Professionals

"Ask questions, and ask people for help."

Jeroen spearheaded the establishment of the IAAPA Young Professionals program nearly two decades ago, finding motivation to create this program after interacting with young talents who expressed their difficulties in networking with industry professionals and breaking into the industry. In response, Jeroen helped create a program that provides young professionals with networking opportunities and helps them step out of their comfort zone.

With almost three decades of experience in the industry, Jeroen advises young professionals to broaden their network and seek help from others. By interacting with more people outside of their current network and taking initiative, young professionals can gain a deeper understanding of the industry and identify their career goals. By setting these goals and pursuing them with determination, success is within reach.

To connect with Jeroen, you can find him on LinkedIn. To learn more about JNELC, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Brandon Thom, an experienced theme park executive, discovered his passion for the attractions industry after working in banking for an oil and gas lender. By having an insatiable fascination for amusement parks since his childhood, Brandon realized that his heart was set on working in the industry. Brandon's journey in the attractions industry began when he served as a Show Ambassador for the 2013 IAAPA convention. After the event, Brandon landed an internship at Busch Gardens Williamsburg and quickly transitioned to a full-time role on the team. Since then, Brandon has held various leadership positions at Universal Orlando Resort, Merlin Entertainments, and most recently, he served as the Vice President of Adventure Island for Sea World Parks & Entertainment. In this interview, Brandon talks about making genuine connections, enabling leaders, and following your unique path.

Making Genuine Connections

"The connections have to be authentic and genuine, otherwise the person will see right through it."

As a young professional, Brandon understood the importance of networking for success in the industry. However, he also knows that many people make mistakes while networking, such as relying too much on a single contact or being insincere in their approach. To achieve real success in networking, Brandon emphasizes the importance of building friendships, rather than just connections.

Brandon's advice is simple: when networking, don't get caught up in someone's job title or position. Instead, focus on finding common ground and building a connection based on shared interests beyond just professional goals/aspirations. This will help you avoid a boring, insincere conversation and develop a stronger bond with your contact. After all, networking should be enjoyable.

Enabling Leaders

"Our industry is fortunate to have a lot of engaged leaders."

Enabling leaders is crucial to the success of any operation. By giving leaders the confidence they need, you can build a strong team that can withstand challenges and create an excellent guest experience.

However, Brandon stresses the importance of understanding the difference between enabling and empowering leaders. Enabling team members may give them some minor responsibilities, but it doesn't necessarily grant them freedom to run a section of the operation and truly learn. This approach could limit them to following orders rather than truly developing as leaders. In contrast, empowering team members gives them significant responsibilities and the opportunity to learn from their mistakes.

When a leader makes a mistake, they should be eager to improve. Fortunately, the attractions industry has many engaged leaders who are committed to making things right. To discourage mistakes, we should demonstrate what they missed out on by not getting it right, rather than merely reprimanding them for their errors.

Following Your Unique Path

"Your story is different than everybody else's."

Brandon didn't kickstart his career until he was in graduate school, after watching many of his friends land stable careers. The greatest lesson Brandon shares is to follow your own path and avoid comparing yourself to others. It's okay to start later than your peers. As with many other aspects of the industry, have fun and enjoy the experience.

Brandon encourages people seeking to start a career in attractions to avoid putting unnecessary pressure on themselves by constantly planning for the future. Instead, focus on doing what makes you happy by taking it one step at a time. When speaking with other young professionals, Brandon enjoys sharing his story and often encourages his audience to avoid common stressors that can make their industry experiences overwhelming.

To connect with Brandon, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Kimberly Beaudin is the Chief Executive Officer at the College Football Hall of Fame. Located in Atlanta, GA, the interactive experience and hall of fame immortalizes players of college football dating back to 1951. Kimberly began her career at Disney, where she developed a love for attractions and hospitality. After several years of marketing experience, Kimberly joined the College Football Hall of Fame, and was promoted to CEO in early 2020. In this interview, Kimberly talks about bringing game day energy, the 4 C’s of leadership, and college football as a lifestyle.

Bringing Game Day Energy

"We're here to deliver a wonderful experience to our guests... and we should enjoy doing it."

Kimberly knows that the best way to engage their guests is to have staff energy spill into the guest experience. From the moment guests walk into the main entrance, Kimberly wants them to be completely immersed in game day energy and all the amazing feelings that come with college football.

Fan Ambassadors are essential in creating the game day energy. By building a team that interacts with the guests in a personal and exciting manner, it compliments the already interactive experience and helps build the emotions that fight songs and rivalries bring every game day. Kimberly has built this living, breathing experience to go beyond the 3 story helmet wall and into the hearts of their guests.

The 4 C’s of Leadership

"I believe that leaders need to lead with confidence, courage, conviction, and compassion."

Kimberly’s leadership philosophy is to work hard and play hard. To accomplish this, she uses the 4 C’s of leadership she’s developed throughout her career: confidence, courage, conviction, and compassion.

Confidence means ‘knowing your stuff’ and not being afraid to share your ideas. Courage is the ability to keep moving forward and not being timid when it comes time to make a decision. Conviction is having the ability to make those tough decisions and put your foot down when it’s needed. Finally, compassion is treating people the way they want to be treated.

The 4 C’s all play into each other, and although words like conviction and compassion may seem contradictory, they actually feed off of their connection and help develop great leadership practice. By developing one of the C’s, you actually develop all of them, as every word is connected.

College Football as a Lifestyle

"The drive to succeed in team sports is a direct parallel to business."

College football is one of the most popular sports in America. For many, watching their alma mater on the field can pull at their heartstrings and get them much more invested in the game since they’re representing something close to their heart. Additionally, generational fandom and rivalries are even more big factors that get people invested in the world of college sports.

Kimberly knows that these ideas behind college football also apply to many other things. Passion is a huge aspect in life, whether it be with hobbies or in the workplace. Additionally, this passion creates bonds that unites groups together, both large and small. Overall, implementing the ideology of college football into the workplace or anywhere else can create a great environment for all the people involved.

To connect with Kimberly, you can connect with her on LinkedIn. To learn more about the College Football Hall of Fame, click here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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The role of the frontline team member in the attractions industry is changing. As technology continues to evolve, fewer team members are needed to complete certain functions than before. This isn’t a new phenomenon, but certainly accelerated in recent years, in part due to trends coming from the pandemic where more functions were made contactless and self-service. Additionally, with the labor challenges that the industry has been facing, there are more and more conversations being had about how to do more with less, as many businesses are hiring fewer team members and at a higher wage. In this episode, Matt and Josh put their minds together to discuss the evolving role of the frontline team member.

The role of the frontline team member is evolving due to a combination of technology and wage increases.

It’s no surprise that the pandemic drastically changed many unique aspects of the industry, but one of the sizable changes observed has impacted the entire workforce. Wage increases have been happening across the world as a result of the impact that the pandemic had on the labor market. Since our frontline employees are demanding higher wages and are also having many aspects of their job changed by the incorporation of technology, their role needs to evolve so we can keep providing a great guest and employee experience.

If you have fewer team members and are paying them more, this raises their standards and your expectations from them to deliver a superior guest experience.

If a guest were to go to a park and interact with 10 team members, and 9 delivered a great interaction, most would say that they had a great overall experience. However, with fewer team members and less interaction with them due to the use of technology, that 1 ‘dud’ team member may be the only interaction a guest has in their day, resulting in the guest developing a completely different perspective.

With fewer team members, there is less of a chance to make a good impression. To combat this, our frontline team members need to become well equipped and have fewer barriers so that when they interact with guests, they can have a great interaction and solve problems with ease.

With less in the way, team members can exceed guests' expectations by proactively anticipating needs and create "wow" moments more easily.

As technology and automation help to remove many functions of your team members’ job duties, this enables them to have more opportunities to facilitate personal interactions. Leaders should take a close look at their job descriptions and employee handbooks and determine if “exceeding expectations” is part of their daily routine, or if it is considered an afterthought.

By fully focusing on the guest experience, frontline team members can gain a higher sense of fulfillment and satisfaction with their jobs.

Since technology has the ability to handle many redundant aspects of the industry such as ticket selling or front of line passes, we can allow our employees to become guest experience ambassadors. By giving them a strong purpose and equipping them with the proper toolset, they can make guests happy every day, one of the main reasons many people work in the industry.

By giving team members fulfillment and purpose, they begin to develop a sense of excitement when coming to work, and a fun drive home after their day is over. Instead of creating stressful environments where our frontline team members are doing the same actions, they can instead be trusted to create memories and feel excited about who they’ll interact with the next day.

How are you keeping up with the inevitable evolution of your frontline team members in the attractions industry?

This podcast wouldn't be possible without the incredible work of our amazing team:

Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Jakob Wahl is the President and CEO of the International Association of Amusement Parks and Attractions (IAAPA). Frequently visiting the hometown carnival he grew up with in Germany, Jakob fell in love with the attractions industry at a young age. Jakob’s first summer job was checking tickets at Phantasialand, and he quickly made a career out of it once he graduated. Jakob became a Programme Manager for IAAPA Europe and stayed there for four years until he joined Europa-Park’s management team, later becoming the executive manager for special projects. Jakob later came back to IAAPA as the Vice President of IAAPA Europe, later being promoted to COO, and as of January 1st, President and CEO of the organization. In his first interview as CEO of IAAPA, Jakob talks about being curious, staying relevant, and the IAAPA member experience.

Being Curious

"Be curious, and don't be afraid."

One of Jakob’s biggest sources of inspiration was Steve Jobs, one of the world’s greatest minds, primarily accredited to his curiosity. Jakob emphasizes that there is always something you can learn in any situation, even if you don’t believe it has relevance to what you do. Whether it’s something not to do or something you can do differently, when you’re curious, everything has more value.

Jakob applies these ideas to his team as well. By bringing in great minds that are better than you in certain practices, you can create a powerful team fueled by curiosity. By giving your employees freedom to disagree and encouraging them to act on their ideas, you can stretch your organization’s limits far beyond what you thought was possible by empowering the idea of curiosity.

Staying Relevant

“This association is more than 100 years old, and we have always adapted to service our members.”

One of the greatest challenges many organizations face today is the idea of staying relevant, whether its new expansions in the metaverse or different social media platforms, organizations have to adapt and find new ways to connect to their audience. Jakob knows the importance of staying relevant, and he’s already beginning to bring IAAPA into the new digital age.

Jakob wants members to know that IAAPA is not only a trade show, but rather an organization with the primary purpose of servicing our industry 365 days a year in many forms. By implementing a regional strategy and servicing members by providing more accessible information, Jakob is creating a stronger outreach and bond with members. Even with all of these advancements, we don’t see a metaverse trade show happening anytime soon, and Jakob shares that IAAPA will never forget the power of physical and personal interaction.

The IAAPA Member Experience

"Yes, it is a business, but it's also an experience."

For those who visited the 2022 IAAPA expo, you’ll know that it was much more than a trade show. With a DJ in the entrance and awesome displays of industry innovations, IAAPA is working to make the member experience even better with more social and networking events.

Jakob emphasizes that service is IAAPA’s priority, and IAAPA is going through great lengths to innovate and personalize your experience. With new services like the Connect+ app where you can connect with other members, or the IAAPA marketplace where members can contact vendors, IAAPA is working to bring an even more connected future to the attractions industry.

To contact Jakob, you can connect with him on LinkedIn. To learn more about IAAPA, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Charles Coyle is General Manager and Managing Director of Emerald Park, Ireland's only theme park & zoo. If you have never heard of Emerald Park, don’t feel bad, the park has operated since 2010 as Tayto Park, but in March of 2023 will reopen as the rebranded Emerald Park. The new name reflects the spirit of Ireland and harkens back to the country's nickname, the Emerald Isle. In this fascinating episode, Charles talks about rebranding a park, learning from growing pains and continuing a legacy.

Rebranding a park

"If we were to ever change the name of the park, now is the time to do it."

Charles and his team reached a critical juncture where expansion of the park was imminent and marketing the current name and identity was not lucrative for reaching outside of mainland Ireland. They felt if they didn’t do it now, there would be no turning back.

Rebranding a park is no small task. Picking a name is tough enough, but then you have to think about every place the old logo, name or likeness was placed so it can be changed. Charles says that right now the marketing team is working really hard to ensure that all of the old logos and insignia are changed out before opening. Charles has a realistic view saying it’s likely they will miss something along the way, but that’s okay.

Learning from growing pains

"You learn more from your failures than you do from your successes."

In 2015, the park had an amazing year… sort of. Attendance was up, spending was up, profits were up. Unfortunately, so were guest complaints. Because they were not ready for the influx of guests that year, they disappointed many of them and the park saw a pretty significant dip in attendance the following year.

To overcome this, Charles said they had to not just say to their guests, “Hey, we're better now”, they also had to invest in infrastructure and facilities so they could accommodate more guests. This meant not just adding attractions, but also looking at bathrooms and how the crowds would be managed. Ultimately it took about 3 years to win back the trust from the guests.

Continuing a legacy

"As I was able to learn and grow, the park grew as well."

Charles literally grew up at the park working alongside his Dad, Raymond. Raymond was the visionary that created Tayto Park and built it up to the destination it is. Unfortunately, Raymond passed away before the rebranding was complete, but Charles will tell you that his Dad’s fingerprint is on every inch of that park.

Charles now has big shoes to fill as he carries on his Dad’s legacy. He seems up to the task, never forgetting the lessons he has learned as he and the park grew up together.

To learn more about Emerald Park, visit their website or check them out on Facebook or Instagram.

To connect with AttractionPros, email us at attractionpros@gmail.com.

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Arthur Levine is a Theme Park Journalist at AboutThemeParks.fun, and has been covering the amusement industry for more than 30 years. Arthur has regularly contributed to USA Today, About.com, FunWorld, and several other publications where he covers all aspects of theme and amusement parks. His unique career has taken him all over the world, where he was able to attend the grand opening of Shanghai Disneyland, the 25th anniversary of Walt Disney World, and be among the first riders on Iron Gwazi at Busch Gardens Tampa and Mako at SeaWorld Orlando. In this interview, Arthur talks about theme park journalism, turning your passion into your career, and blending nostalgia with technology.

Theme park journalism

"I have a responsibility to the parks and to the readers, and I take that very seriously."

The landscape of journalism has changed drastically over the past few decades, and the attractions industry has had to adapt in the way that stories are shared. While many of the core fundamentals of reporting remain the same, the ability for readers to respond and engage in dialogue has created challenges in today’s landscape of social media - including clickbait, gratuitous negativity, and controversy for the sake of controversy.

In response to this, Arthur has launched his own Substack, AboutThemeParks.fun, that allows him to offer a subscription service that avoids many of the challenges listed above. Both free and paid subscriptions are available, with bonus content made available to paid subscribers.

Turning your passion into your career

“If you can enjoy the work that you’re doing, that’s a great blessing.”

Arthur has been passionate about amusement parks for as long as he can remember. As early as two years old, Arthur visited Revere Beach in Massachusetts with his mother and grandmother, and while everyone sat on the beach and looked at the ocean, Arthur faced the other way, enamored by the rides in operation at the park.

Since then, Arthur has covered the theme park industry extensively. While there are many perks to his career, many people overlook the amount of hard work that go into producing quality content and meeting deadlines.

Blending nostalgia with technology

"There's a deep sense of nostalgia, but there's also a great sense of wonder to experience something new."

One of the reasons people visit amusement parks is to relive memories from their childhood and to share these experiences with their families as they create new traditions. This creates an opportunity for parks - whether they are trolley parks that opened in 1800s or Disney theme parks - to preserve their heritage for years to come. It also creates a challenge, considering much of today’s consumer demands greater use of technology.

However, much of the industry was founded on the premise of showcasing new technologies that allowed them to wow and awe their guests. Therefore, when parks embrace new technology, it allows them to maintain their roots of providing cutting edge entertainment to guests.

To subscribe to Arthur’s substack, visit AboutThemeParks.fun. You can also follow Arthur on Twitter and Facebook.

To connect with AttractionPros, email us at attractionpros@gmail.com.

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As we head into 2023, AttractionPros is proud to present the sixth annual “resolutionary” episode, which sets the stage for the year to come. In order to look forward, we look back on several guests interviewed in the past year and highlight many of the insights shared on the podcast by some of the industry’s top leaders. As you set your goals for the year ahead, you may find yourself looking for the best ways to achieve results, and this guidance may be found in past interviews of this podcast. In this episode, Matt and Josh look to the advice from previous podcast guests as they share their goals for 2023.

Staying on the edge

Matt shared that he will strive toward continual and incremental improvement in 2023. To achieve this, Matt referenced episode 240 where John Penney talked about the importance of staying on the edge. Always looking at the latest practices for how results are achieved can help you make regular improvements that may otherwise have stayed flat. Complacency leads to stagnation, and ultimately leads to decline; therefore, staying on the edge is critical to growth.

Everything is figure-out-able and learning from failure

In 2022, Josh set out to learn to play piano, but felt that he hit a wall with his proficiency. Looking to episode 252, Brad Collins taught us that everything is figure-out-able, which has motivated Josh to keep going and strive for improvement. Part of progress, however, is failure, whether it is learning to play an instrument or running a business. In episode 227, Craig Buster talked about the value of learning from failure that eventually leads to success.

Advocating for the next generation

Matt seeks to increase his involvement with supporting professionals who are new to the industry, including young professionals and those early in their careers. Similarly, Andrea Wiles spoke about advocating for children in episode 236, where shared the long-lasting impact that it has. By advocating for the next generation of attractions industry professionals, Matt seeks to make an impact long after his time in the industry is up.

Thinking outside the lines and embracing crazy ideas

In episode 70, Josh shared that his “big hairy audacious goal” (BHAG) was to write a book on guest experience. Fast forward to today, and the book is expected to be published in 2023! In order to achieve a successful book launch, Josh wants to channel his creative side, even if it may be non-traditional. To do this, Josh referenced episode 234 and episode 264, where Winston Fisher talked about thinking outside the lines and Sarah Clarke talked about thinking outside the box, respectively. Additionally, Dr. Peter Ricci shared an amazing success story that was a result of embracing crazy ideas in episode 256.

Bringing up uncomfortable subjects

Matt talked about how during one-on-one coaching sessions, oftentimes leaders may open up and share vulnerable feelings that they may not feel comfortable sharing in more public settings. By doing so, they often lead to breakthroughs and are the catalyst for long-term improvement. By looking to what Dr. Tonya Matthews shared in episode 237 about bringing up uncomfortable subjects, Matt wants to take this mindset and ensure that he can implement it most effectively, which, from a business standpoint, is much less scalable than large workshops and other one-to-many sessions. In order to do this, Matt also looks to Winston Fisher’s guidance on thinking outside the lines from episode 234.

Embracing family and saying yes to opportunity

Josh had a disruption to his plans for 2023, and as he and his family cope with changes, he is inspired by the messages that Brian Knoebel shared in episode 244 and Chuck Wray in episode 266 on putting family first. Additionally, Djuan Rivers shared the benefits of saying yes to opportunities in episode 260. This can include travel, engagement with the industry, and other opportunities that otherwise would not have been possible.

If you have been inspired by our guests to achieve your goals, we would love to hear about it. Please connect with us via Facebook, Linkedin, Twitter, Instagram, or send us an email.

We wish you a happy, healthy, and successful year ahead, and we look forward to bringing you many more amazing guests in 2023!

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Wess Long is the President of StarGuard ELITE, an aquatic risk prevention agency that is internationally recognized for its elite training, certification, and consulting programs serving lifeguards, management, attraction attendants, and more. Wess is passionate about the aquatics industry, having spent time in facilities all over the world. It's that experience and passion that drives him and the team at StarGuard ELITE to pursue the best in training practices for the people who are keeping our pools and waterparks safe. In this episode, Wess talks about the role of a lifeguard, experiential learning and client centric solutions.

The role of a lifeguard

"It's critical that we understand the role of a lifeguard."

If everything goes as planned, you likely won’t have a lot of interaction with a lifeguard at your local pool or waterpark. That is because their job is to literally guard lives, and they do this by watching for distress in swimmers so they can identify dangerous situations long before they pose a threat to the public.

In many ways, lifeguards are first responders and are part of the medical response team and can mean the difference between life and death. Like the fire department or paramedics, their job, in the event of an emergency, is to sustain life and stabilize the situation until others arrive. It’s a big responsibility that in many cases is bestowed on young adults.

Experiential learning

"Experiential learning is not just about doing, but also talking about it."

Guarding a life is not a passive activity. Wess believes that the training that prepares someone for the role of a lifeguard should be more than just classroom learning, and even more than a hands-on experience. At StarGuard ELITE, their training program is centered around the concept of experiential learning - which like lifeguarding itself, is not a passive process.

As Wess says, it’s not enough to do the activities, you must also talk about them and personalize them. What went well, what can be improved, and how did a particular guard’s actions help or hinder the process? Talking through scenarios also tends to uncover the “why” and purpose of what lifeguards do.

Client-centric solutions

"There are objectives and standards that can be the same, but the ways to get there can be very different."

Every client has the same goal - keep their guests safe. Wess and StarGuard ELITE’s approach is that there are many ways to get there, taking into consideration the size and scope of the facility they are working with.

This means that there is no one-size-fits all approach. Wess and his team take time to assess the strengths and needs of each team they work with, finding an approach and process that takes into consideration budget, staffing and location. At the end of the day, SGE and their clients want the same thing - 100% safety for their teams and guests.

To learn more about StartGuard Elite, you can find them at StarGuard Elite. Wess can be reached at wess.long@starguardelite.com or info@starguardleite.com.

This podcast wouldn’t be possible without the work of our incredible team:

Kristen Karaliunas - Scheduling and Correspondence
Abby Giganan - Audio and Video Editing

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Susie Storey is the Communications & PR Strategist for Storey to Story Communications, a public relations firm focused on helping attractions industry suppliers amplify their stories. Susie has worked in the attractions industry her entire career, mostly in public relations, at organizations that include Disney, Six Flags, Universal, Cedar Fair, Give Kids the World, Great Wolf Lodge, SeaWorld Parks & Resorts, and IAAPA. In this interview, Susie talks about planting seeds through PR, storytelling for suppliers, and leveraging ambassadors.

Planting seeds through PR

"The places to plant your stories have changed."

The way that people consume content has evolved substantially over the years. Previously, companies would seek media recognition through traditional publishing and newspapers, or publications like Good Housekeeping and Parenting Magazine. Many of these outlets no longer exist - at least not in the same form - which has changed the way that businesses should think about getting their message out.

Susie talks about the importance of earned publicity, or publicity that you are not buying, in your PR strategy. Gone are the days of striving for millions of impressions, because we need to think about not just the amount of people we’re reaching, but if we are reaching the right people. Social media, publications, and podcasts are all avenues for communication, and the way in which they are leveraged is key to their success.

Storytelling for suppliers

"Gone are the days of throwing every message to the wall and hoping they all stick."

Historically, suppliers in the attractions industry have relied on traditional marketing and communications to get the word out about their product in an attempt to reach their target demographics - the attraction's operators. However, by pulling back, there are opportunities to get creative with how the messages are broadcast and how the stories are told.

For example, when a theme park gives a roller coaster a fresh coat of paint, the business relationship is between the paint company and the park operator, but the interest extends into the enthusiast community, where the appeal of the story can be magnified. Suppliers are not necessarily trying to reach guests, which include families and parents, but by doing so they can turn their work into human interest stories.

Leveraging ambassadors

"If you're going through a tough time as a company, you want your ambassadors there to support you."

Guests can be citizen journalists, and your employees can and should be ambassadors of your business. From an employee standpoint, it’s a challenge to create a policy on whether they can post on behalf of the organization. Susie’s recommendation is to have an evolving policy that can set a framework for what employees can share and what they cannot, recognizing that employees will post online regardless.

For guests, building advocacy in the guest experience is also a form of planting seeds that you won’t know when you’ll need to harvest. When a business experiences a crisis, it is often the most loyal guests who come to the company’s defense and set the record straight. This includes building relationships with enthusiast organizations, bloggers, and other groups that carry influence over your reputation.

When asked about advice for aspiring PR professionals, Susie says that people need to be able to write and communicate, as well as wear multiple hats in their roles. PR is more than party planning!

To reach Susie, you can connect with her on LinkedIn, or reach out directly at storeytostory@gmail.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Dennis Speigel is the Founder and Owner of International Theme Park Services, Inc., a company centered around theme park consulting with specialties in feasibility and master planning. Starting out as a ticket taker at Coney Island in Cincinnati, Dennis found his love for the amusement industry and found a major interest in the business side of entertainment. After graduating, Dennis was invited to join the Coney Island team and later Kings Island, now one of the most popular amusement destinations in America. Years later, Dennis took his master planning and business experience to create ITPS, pioneering the expansion of the attractions industry worldwide. In this interview, the IAAPA Hall of Fame inductee tells us about feasibility & master planning, future trends, and how everyone wants to have fun.

Feasibility & Master Planning

"The least fun we have is conducting a feasibility study, but it's the most important thing we do."

One of Dennis’s first major projects was the $60 million construction of Kings Dominion in Virginia. Since then, Dennis has dedicated his life to mastering the economics of theme parks. When studying a new proposal and trying to bring it to life, the same feasibility study process has been used since the building of Disneyland. It charts the course for the design and planning of any new development in the industry, which results in a 10 to 12 week process.

However, theme parks aren’t immune to the unpredictable market. With recessions and inflation, ITPS has also helped banks and theme park investors through whatever troubles they may be having. ITPS has sold over $800 million in theme parks and also helped many companies recover from an economic downturn. Whatever the challenge is, Dennis has worked through it before.

Future TrendsPlans

“We've continued to evolve and expand through technology, and through the people's love of our business."

Covid-19 changed the world, and technology still continues to grow at a shockingly fast rate. The direct effects of these recent events have resulted in per capita spending skyrocketing to levels we have never seen before. With ‘revenge traveling’ from the pandemic and touchless and cashless technology continuing to grow, consumers are being more monetarily engaged than ever before.

However, Dennis knows the real challenge is keeping the demand up. Although we may see opportunities while we sit at the master panel, we have to make the calls that keep our core values of the industry alive. The attractions industry is a mature business now, and managing the varying factors of the ever growing business is something we need to focus on.

Everyone Wants to Have Fun

"The one common denominator of people all over the world is that people want to have fun."

After traveling across the world hundreds of times, Dennis knows that the one universal language is fun. After wars have shredded through countries and people start to rebuild, one of the common things that every culture looks for is fun. It’s why the attractions industry was able to march across the world in the past decades, and why the market is consistently growing to this day.

New generations like Gen Z and Gen A are engaged in the industry, and Dennis stresses that we need to capitalize on that to keep our guests coming. Unlike other industries, we don’t put smoke in the air or pollute rivers, but instead we market memories. By capitalizing on the core values of our industry, we can keep growing for years to come simply because the market for fun will never disappear.

To contact Dennis, you can connect with him on LinkedIn. To learn more about ITPS, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Dolf DeJong is the CEO of The Toronto Zoo, home of more than 4,000 animals spanning across a property of 710 acres. In his childhood, Dolf visited the zoo often and developed a strong passion and connection to wildlife. An educator by training, Dolf was sure he would end up in the classroom, but stumbled into the path of management and tapped into his passion for wildlife he developed years ago. Today, Dolf leads the Toronto Zoo team in their mission to connect guests to wildlife and create the core link between connection and caring in order to fight the growing risk of extinction worldwide. In this interview, Dolf shares his insights on the power of ruthless optimism, separating music from the noise, and scarring people in positive ways.

Ruthless Optimism

"The spirit of ruthless optimism is required."

Dolf doesn’t sugarcoat the fact that the environment isn’t getting better. To combat the constant stress and fatigue caused by the negative news we are always surrounded by, Dolf has found serenity through the power of ruthless optimism. By constantly seeing the good in things, we can still feel encouraged to make a difference and fight through the negatives to see the light in the dark tunnel.

The power of ruthless optimism spans further than just the environment. In the operations world, overcoming challenges that linger from the pandemic in addition to other common issues like understaffing can create stress and fatigue and cause burnout. By applying these same concepts, the spirit of ruthless optimism will help you through the challenges and allow you to keep making strides day by day.

Separating Music from the Noise

"We want to respect tradition, but we don't want to fall to toxic nostalgia."

Within the Toronto Zoo operation, Dolf is faced with the challenge of taking care of his frontline team members as well as over 4,000 animals. Every day, Dolf meets with team members and animals to find where the pulse is to separate the music from the noise and turn that into meaningful action to evolve the operation.

Dolf stresses the importance of having a diversity of voices around you to not get lost in the noise. In addition, having the ability to talk to anyone at any time can help you turn your plan into action after finding the music. Knowing that you have weight and that your conversation can be treated as direction drastically impacts team members and allows for you to create meaningful changes within your operation.

Scarring People in Positive Ways

"Human interaction improves retention of information."

By running a massive operation responsible for sending a message to guests, Dolf is faced with challenges like balancing entertainment and education, but primarily making a lasting impact on guests. By creating moments for human interaction, guests will feel more connected to the experience and develop a lasting imprint. However, the major challenge of making a lasting impact is the sheer diversity of the audience.

One in every five people read signs. Dolf knows that to cater to a larger audience, there needs to be several ways to send a message to the guests. By giving guests tangible action to take, such as eating one less course of meat every week, guests can see that their actions have an impact, and assists in developing that lasting imprint. The information and connections that are created at experiences like the Toronto Zoo can change the trajectory of lives, and Dolf knows that we need to focus on what will come back with the guest tomorrow if we truly want to make change.

To contact Dolf, you can connect with him on LinkedIn. To learn more about the Toronto Zoo, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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With IAAPA Expo 2022 in the books, our sights shift toward the holiday season and the end of the year. However, after hosting “AttractionPros LIVE!” at this year’s conference, there are still many thoughtful questions left on the plate from our audience. In this episode, Matt and Josh devour these leftover questions and discuss selling yourself, overcoming imposter syndrome, keeping your team engaged during the slower season, and eliminating gossip in the workplace.

How to “Sell Yourself” and Promote Your Marketable Skills

When it comes to selling yourself, you have to make yourself in demand. Networking is an upstream battle and can seem difficult, but by looking at it from the long term, you can reverse the flow of the river. Every year, you build more connections and gradually get more people coming to you rather than having to reach out. Capitalize on this idea and market yourself in light of that concept.

To start playing the inbound, consider speaking at events like IAAPA expos. By serving the industry, people will begin to see your presence and put a name to the face. Starting out is hard, so don’t be discouraged if session proposals are not accepted immediately. Get back up and try again by strengthening your online presence and increasing your marketability by trying to develop the 3 important words; Know, Trust, and Like.

Overcoming Imposter Syndrome

Imposter syndrome is when you are passionate and proficient about a certain topic, but there are a number of other people who are more successful and knowledgeable than you, therefore making you feel scared to put your ideas forward. It’s a common situation, and many people think that with the amount of success surrounding them, they haven’t accomplished anything when they truly have.

Sometimes you have to have to drown out Imposter Syndrome to start the battle. Put your message forward and back it up. By getting uncomfortable, you’ll begin to realize that people do care about your ideas and what you have to say. Even if it’s a common topic, getting people’s gears to turn a different direction can make a massive impact.

Keeping Your Team Engaged During the Slower Season

Employees are often engaged when they get to personalize the guest experience rather than only focus on efficiency and numbers. By training your employees to take on the slower season by creating a more interactive and unique guest experience, they will be more engaged and excited to come to work.

Personalizing the experience for guests can be as flexible as you need to be, like an accordion-style approach, and you can train your team to handle the busy moments when the line is long and also to handle the slower hours. By extending the accordion, you can give more liberty to your team to interact with guests, and when the time comes, you can shorten the accordion as well.

In addition, the slow season is a great time to take on new projects and include your team in them. Not only can you engage your team and let them have an impact in your operation, but you can also check off the items on your list that you couldn’t get to during the busy season.

Eliminating (or Minimizing) Gossip in the Workplace

Previous podcast guest Brad Collins often talks about how his company declared war on gossip. When seen, it was immediately taken care of, therefore significantly reducing the amount of negativity shared throughout the workplace. By drawing a line in the sand, people will know limits and the employee experience will not falter.

Additionally, having the tools to share information that could lead to gossip can be very beneficial and stop the issue at its source. However, having open communication is even more critical. Even if it’s a difficult conversation to have, if people realize the intent is positive, they’ll take your side. By being honest and being a bridge to the river, you can fight the game of telephone and encourage healthy, positive communication. Overall, being proactive is the best way to fight gossip in the workplace.

This podcast wouldn't be possible without the incredible work of our amazing team:

Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Renato Lenzi is the Chief Operating Officer of The Dolphin Company, one of the largest operators of marine experiences with locations in 10 different countries, averaging 2 million visitors each year. Starting young, Renato originally worked with marine life as a trainer and found a passion in leadership through a partnered company's complimentary training. While growing with the company, Renato has made many strides in the worlds of marine life inspection and even made improvements with government inspections and regulations to help improve the marine experience industry. Today, The Dolphin Company focuses on bringing educational and entertaining experiences to guests across the world. In this interview, Renato talks about using social media correctly, creating memories through emotions, and cohesive experiences across properties.

Using Social Media Correctly

"Social media has pushed us all to be opinionators."

The fact is, Tiktok is the speediest form of news. Compared to when people would only spend 2 hours a day watching TV, we now have a generation that spends nearly double that on their personal devices. If something relevant were to happen across the globe, people everywhere would be notified and start discussing it in under a minute.

It’s safe to say that social media is a huge platform to be used for your benefit, and Renato knows taking advantage of it is a massive opportunity. Some large parks don’t even use certain social media, and they are left out of a massive market to engage with potential guests and people who can connect to your brand.

Additionally, with Renato’s mission to connect guests to wildlife, social media can be incredibly powerful. By connecting with an incredibly interactive audience, people fly across the world to The Dolphin Company’s experiences with dreams of becoming a vet or marine biologist, and they get more than what they came for.

Creating Memories Through Emotions

"If you create an experience that will last a lifetime, you can make an emotional connection."

People experience many things in a year, and what makes some experiences more memorable than others are the emotions that are associated with them. Renato emphasizes that when people create memories with the emotions they felt, they often remember many other aspects of the experience that would otherwise be forgotten, such as who they were with and what events followed that experience. By creating these core memories, guests will remember your experience for a much longer time.

Everybody remembers their first kiss, and Renato has applied the science of this idea to his experiences. The wild emotions surrounding that major event are what compel people to remember their experience and share it with others.

Cohesive Experiences Across Properties

“There's more similarity than differences.”

With locations across 10 different countries, it is a challenge for The Dolphin Company to create experiences that complement one another. Furthermore, Renato has seen the company morph over the course of its existence, moving from marine parks to additionally acquiring water parks and adventure parks. To help tackle this challenge, The Dolphin Company has implemented regional directors to oversee operations in their many locations.

Although each facility shares a common goal of family fun, there’s certain aspects where originality can make an impact. By serving food popular in the region, guests will be more engaged and excited about what the park has to offer. However, Renato knows that oftentimes, what works in one park will work on parks on the opposite side of the world.

To learn more about The Dolphin Company, click here. To contact Renato, you can connect with him on Linkedin.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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“AttractionPros LIVE!” has come back to Orlando! Each year, the International Association of Amusement Parks and Attractions (IAAPA) hosts a trade show showcasing the latest and greatest in attractions technology, operations, and everything in between. Hosted at the Orange County Convention Center, the largest event in attractions and themed entertainment brings everyone together to share ideas, products, and much more. Once again, AttractionPros was given the opportunity to host a session to answer questions and gain insight from attendees - all of which is recorded for the podcast. In this episode, our guests share their struggles, experiences, and ideas to help each other and develop new strategies to take on the upcoming year.

Developing leaders to help reduce turnover

Leaders impact turnover. Since leaders are so involved in the employee experience, it’s no surprise that they have a massive effect on turnover. Matt emphasizes that developing leaders can not be a one time situation, and that it is rather a journey where you learn new things and lessons as you move forward. Josh shared that employees should be an investment, and that when you invest in your employees and work to improve their experience, it can make better leaders and also drastically improve the employee experience.

Rob Lara of Zoo Miami shared that he recently became the new leader of a team that had already been established. By implementing a system of 1 on 1s throughout his operation, it has helped his team understand each other and improved the employee experience.

More Frequent and More Timely Communication Between Separate Departments

Karen Burns of the Virginia Aquarium & Marine Science Center shared that they have implemented mentorship programs where department leaders take on positions at other departments as well as an employee shadowing program to help build morale and buy-in by encouraging team members to explore other departments and further understand the operation.

However, it can be a challenge getting employees to partake in these great ideas. To combat this, creating incentives can be used to encourage employees. By creating a system where voices can be heard and people can earn unique benefits by partaking in your system, your idea can gain much more traction.

How to Keep Guests Engaged With Your Brand

Technology is always changing, so to keep guests engaged, taking an approach in the metaverse may be the path of the future. Instead of winning a stuffed animal, maybe instead a guest could win an NFT profile picture to show off their time at your experience and compliment the in-person experience.

To keep guests engaged, companies have to adapt to the ever-changing climate of the internet and social media. By thinking out 5 to 10 years from now, it can help to create an action plan and begin to develop some ideas on keeping your guests engaged outside of your experience.

Burnout Due to Staffing Challenges and Turnover / Employee Appreciation

Cole Sosnowski from Georgia Tech shared that on the academic end, after being burnt out by school and assignments, we can have little time and energy to do the things we care about. It’s a challenge to improve after school activities without adding onto the already taxing workload.

Megan from Universal Parks and Resorts shared that burnout can be tough when you’re not only feeling tired, but also undervalued. It’s super easy to give recognition and help employees when they’re experiencing burnout.

Purpose gives people a reason to push through burnout, and giving employees purpose can really help push them through tough times. When you lose purpose, that’s when employees start to question their situation. Physically, we can do more than we think we can, but when we lose purpose in our mind, that's when we stop.

Rob Lara of Zoo Miami shared that encouragement needs to be authentic. People need more than a paycheck and should be treated well in order to avoid burnout and contribute to a healthy work culture.

Karen Burns of the Virginia Aquarium & Marine Science Center shared that to avoid burnout, you have to know your staff. By understanding their wants and desires, you can cater to that and help avoid burnout by making them feel appreciated.

Dino Fazio of Morey’s Piers shared that being specific in your appreciation is important as it contributes to the personability of the appreciation. Rather than saying “Great Job,” it should be more about what exactly they did and what positive effect it had.

Specific Recognition Within the Guest Experience

Attractions are a unique experience for everyone, and by training employees to not give everyone the same ‘cookie cutter’ experience, it can revolutionize someone’s experience and make the entire trip more personable and memorable.

Brandon Willey with Hownd shared that the recognition of humanity is critical for both employees and for the guest. By recognizing people as an individual person with their own passions and interests, it can create a moment for a guest/employee and let them recognize that they’re not just a cog in the machine.

Learning New Skills and Reaching Outside Your Comfort Zone

Frank Hamedl of Fun Spot America shared the importance of getting comfortable with being uncomfortable. Taking leaps of faith into positions where you might find yourself out of your comfort zone will help you learn and become a more well-rounded professional.

Brandon Willey with Hownd shared that taking small little steps into your goal can be a good way to combat the natural uncomfort that comes with taking big leaps. For example, taking steps like buying a karaoke machine and performing in front of increasing sizes of crowds can help someone ease into a situation and follow their passion, even if there are obstacles like stage fright.

Jamie Flaherty with Xola shared that sometimes you don’t have to step outside of your comfort zone when it comes to networking. Within the attractions industry, we’re surrounded by businesses that share similar interests. By sticking to what you know, you can help break the ice and open the doors to a great conversation.

How to be Confident in Your Abilities While Still Being Inclusive and Accepting of Others Ideas and Contributions

If you’re passionate and proficient at something, it’s important to recognize that you’ll always want to become more passionate and educated on this topic. There’s always more to learn, and you can become even more confident in your abilities by keeping an open mind.

Rob Lara of Zoo Miami shared that sometimes being confident means giving a piece of that confidence to others. As a leader, sometimes it’s best to let your team give their attempt at tackling the problem rather than immediately taking it into your own hands.

Brandon Willey with Hownd shared that everyone needs a coach in order to stay as good as possible. Every great team has a coach, showing that there is always something to learn and develop even if you are the best at something.

This podcast wouldn't be possible without the incredible work of our amazing team:

Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Robert Morris is the Vice President of Development and Global Operations at Altitude Trampoline Parks, a multi-national chain of trampoline-based family entertainment centers targeted around bringing fun to everyone. Prior to joining Altitude in late 2020, Robert gained a wealth of experience in the restaurant industry, which transitioned seamlessly into entertainment and then into attractions. Today, Altitude has nearly 90 locations in multiple countries and will soon be celebrating its 10th anniversary. In this interview, Robert teaches us about leading by example, active family fun, and return on capacity.

Leading by Example

"You have to value your employees, or they won't value you or your guests."

As a leader, Robert preaches that you need to know that no action is below you if it benefits the guest experience. Everything your employees do and contribute benefit the operation in important ways. Whether it’s picking up trash or selling a beverage, showing your employees that you are just as willing to contribute in every way possible gives them a deeper understanding of the guest experience and assists in developing a healthier and more interactive guest environment.

Without proper leadership, employees will begin to feel disconnected from the purpose of the company and guests will begin to notice that behavior. Robert stresses that this method of leadership is important because it teaches employees to connect with guests of all ages, and when guests feel connected, they return.

Active Family Fun

"Kids need to socialize. They need to interact with other kids."

Robert knows that the guest experience goes beyond what a facility can provide, but rather what environment it can create. In a trampoline park with team-based games and endless opportunities for socialization, kids will find themselves making friends and having a blast beyond just doing backflips into the foam pit.

When kids make friends, not only does it give the kid a great experience, but it also gives their parents a great time as well. Robert shares that when parents watch their kids make friends, it encourages them to become recurring customers, as parents love watching their kid socialize and have a good time. By noticing these trends, Altitude has created an interactive experience where kids can socialize with employees and have a blast with their friends while simultaneously creating a returning base of members.

Return on Capacity

"The energy in a park becomes contagious."

It’s simple, many large companies have a subscription-based service, and it’s not always because it makes money. Robert says that people come places for reasons similar to why we go to the movies. The shared ‘oos’ and ‘aahs’ make guests feel connected and engaged in a similar experience. However, you can’t always fill up a facility on a random Tuesday night. By introducing a subscription-based service like memberships, you can have guest retainage and begin to create return on capacity.

Additionally, Robert emphasizes the benefits of consistent attendance with memberships beyond just raising the average attendance. When members come to the facility, they will oftentimes purchase a drink or make a transaction to boost their experience. By having these memberships, you can maintain a steady income to keep the lights on and also give the guest experience a massive boost.

To learn more about Altitude Trampoline Parks, you can visit their website here. You can also contact Robert directly at robert.morris@apphq.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols
Video editing by Abigail Giganan

To connect with AttractionPros: attractionpros@gmail.com

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Lee Cockerell is the former Executive Vice President of Walt Disney World, and after retiring in 2006 formed Cockerell Academy where he consults on leadership and management. Lee grew up on a farm in Oklahoma where his family was “poor as mice.” They lacked modern conveniences like outdoor plumbing, and his mother was married five times. Lee joined the army after dropping out of college, where he met someone who led him to be a server at the Hilton in Washington, D.C. Despite no knowledge of the hotel business at the time, he learned the business, moved his way up, then worked for Marriott for 17 years.

In 1990, Lee was hired by Disney as Vice President of Resorts for Disneyland Paris, and after a few years took on the role of Senior of VP of Operations at Walt Disney World in Orlando, and then served as Executive Vice President of Operations at Walt Disney World for nearly a decade until his retirement in 2006. Today, Lee uses his wealth of experience with Cockerell Academy to help companies enhance their leadership, management, culture, and customer service. In this interview, Lee talks about getting out of the village, doing the hard things, and being a teacher.

Getting out of the village

"My advice is to get out of the village."

Lee provides excellent career advice throughout this interview, and shares that three things necessary to advance in your career are knowledge, experience, and exposure. Knowledge can be learned through formal education, but in his case, it came through experience. By joining the army and then later working as a server, he learned business and leadership by immersing himself into it. This could only happen by leaving his small town in Oklahoma.

In addition to the education it provided, it also allowed him to see a much wider perspective of the world than he had at home. Getting out of the village is both a literal and figurative statement, in that we all need to have exposure to diverse viewpoints and lifestyles that will enhance ourselves, along with how we lead others.

Doing the hard things

"When you don't do the hard things, the stuff gets harder."

It’s easier to procrastinate or hope that problems sort themselves out on their own than it is to deal with them head-on. However, Lee stresses that the sooner the hard things are dealt with, the better the solution is, regardless of what the problem might be. Without addressing it, the problem festers and ultimately becomes even more difficult to deal with down the road

The best example that Lee gives is when a team member or leader is not the best fit for the company, letting them go can be a difficult and emotional decision. In one story, Lee shared that a consulting client let go of someone who had been with the company for 20 years, and when asked how long ago it should have been done, the client responded that it should have happened 10 years earlier.

Being a teacher

"Teaching is what we should all strive to do."

By gaining knowledge, experience, and exposure, we all have the opportunity - and even the obligation - to impart our wisdom onto others. In leadership, we can make the choice between being a boss or being a teacher. Lee’s guidance is that we should all strive to be teachers, because our leadership will be more effective and impactful for the long run. A boss is someone who tells others what to do, whereas a teacher guides others toward the best outcome.

To learn more about Lee, visit www.leecockerell.com. From there, you can learn about Cockerell Academy, Lee’s podcast, and Lee’s books.

To connect with AttractionPros: attractionpros@gmail.com.

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Emily Cole is the Owner and Director of Fun of the Savannah Bananas, a viral sensation and touring baseball team centered around the idea of fans having a great experience, win or lose. Since graduating college, Emily has worked with several baseball franchises and consistently discovered new ways to put the fans first and create unique and memorable experiences you wouldn’t find at other ballparks. After 7 years of experience in the baseball industry, Emily and her husband created the Savannah Bananas, one of the most recognizable baseball teams outside of the major leagues due to the way they create a phenomenal fan experience. In this interview, Emily goes bananas about putting fans first, eliminating friction, and making baseball fun.

Putting Fans First

"For us, it is always going to come down to putting fans first."

Fans come first. It’s a simple recipe to success, and it’s something the Savannah Bananas have made sure they always prioritize. Whether it’s the unlimited food included with the price of your ticket or watching the middle-aged dad dance team, Emily has made sure there is something for every type of fan at a Bananas game. By creating a truly memorable experience where there is something for every guest big or small, the fans feel included. They’ll rave about the positive experience everywhere, leading to increased media presence, more ticket sales, and people coming back for more.

However, putting fans first goes deeper than the scripted experience. In every aspect of the operation, Emily has ensured that the fans are always the center of attention. Before players even get their uniform, they go through a multiple-hour course about putting fans first to ensure that the players are creating the best experience possible. By bringing in players and employees dedicated to the fans, Emily has made an operation that truly makes everyone a part of the family.

Eliminating Friction

"Your experience as a fan is scripted long before you come."

It’s simple, guests don’t enjoy it when there are inconveniences. However, Emily shares how the Savannah Bananas experience is scripted as close to perfection as possible. By thinking about the possible roadblocks and learning from previous mistakes, guests will find their experience to take much less work. Although unlimited free food may sound like a logistical nightmare, the operation works perfectly for the guest, and they get to avoid line delays from payment issues, as well as taking out their own wallet.

Emily knows the Bananas aren’t immune to curveballs. After announcing their locations for their upcoming season-long tour, the website shut down because there were so many people trying to buy tickets. While this is a good problem to have, it’s important to still learn from these mistakes and try to make the guest experience as frictionless as possible, whether it's online, in the stands, or in the ballpark.

Making Baseball Fun

"We're a baseball team. but we're better known as a traveling circus."

Baseball is a popular sport, but it isn’t loved by every single person. By creating a fun and interactive experience, Emily has seen the Bananas go from players refusing to dance all the way to choreographed dances that go viral on TikTok. By working to create a team that has fun with the fans, baseball can be fun for everyone. In addition, the Bananas don’t script their games, keeping the same competitive spirit that baseball is loved for.

After every game, the Bananas host a block party where all the dancing dads, grandmas, mascots, and players meet with the fans and sign autographs. By encouraging the players to spend time with the fans and the fans to spend time with the players, Emily has created a symbiotic relationship that encourages and fosters growth in both the guest and employee experiences.

To learn more about the Savannah Bananas, you can find them here. To contact Emily, you can connect with her on Linkedin.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Putting Fans First

"For us, it is always going to come down to putting fans first."

Eliminating Friction

"Your experience as a fan is scripted long before you come."

Making Baseball Fun

"We're a baseball team. but we're better known as a traveling circus."

To learn more about the Savannah Bananas, you can find them here. To contact Emily, you can connect with her on Linkedin.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Trish Higgins is a founding partner of Chenmark, a business that specializes in buying, owning, and operating small businesses. With a strong background in business administration out of college, Trish became a founder of Chenmark in 2013, taking a leap into the unknown and finding great success, something Chenmark represents. From there, Trish began to work with her partners to buy smaller businesses and operate them in the long-term. Starting off with snow removal, Chenmark quickly grew and expanded into many different industries, all the way from landscaping to boat tours. In this interview, Trish takes her years of experience and talks about advice for selling a business, entering new industries, and managing the emotions of a transaction.

Advice for Selling a Business

"It's hard for somebody to know what your business is worth, because in a financial transaction you have to agree on a price."

Chenmark focuses on buying businesses of all shapes and sizes. This has led Trish to many unique experiences when it comes to purchasing a business, and therefore, how to be successful in selling one. When a business is being acquired, transparency is key. Having a clean financial record is an easy way to increase the value of your business and ease the complicated process.

Additionally, these records and important aspects of your company’s history should be able to be looked at and understood by a third party. Trish states that this is one of the largest factors in buying a business. Not only does it assist the buyer, but this is something that also proves the price of your business, making negotiations a much smoother path to travel.

Entering New Industries

"It's very natural for someone to be concerned when a new owner is coming in, so we try to show empathy for that."

Trish doesn’t just buy a business and forget about it. Instead, Chenmark gets to come in and operate the business, which is something important to the community and the owner of the business. As a result, Trish has learned many lessons about entering new industries and having to learn on the fly in a setting where operations can be fast paced and stressful.

When Trish entered the attractions industry, the guest experience was one of the most unique challenges she faced. Having worked a guest-facing role before, she knew how to communicate with guests and improve their experience, but it was an even bigger hurdle to jump as an owner. Creating a balance for all guests and not overreacting emotionally to the negative proved successful for her, and these ideologies are implemented across all three boat touring companies Chenmark owns.

Managing the Emotions of a Transaction

"Often, I find that I'm playing more of a role of therapist in a financial transaction."

For many people, selling their small business can be emotionally challenging. Many people refer to their operation as their ‘third child’ or ‘pride and joy,’ and Trish knows that it’s important to show empathy and understand their struggle. In addition, many owners can struggle to be transparent as to why they’re selling their business, so it’s crucial to be delicate when going about a financial transaction, especially when emotions are involved.

Trish shares that the easiest forms of transactions are when somebody else is there to help the owner understand. No matter who the person is, it can help ease them into understanding the future of the operation and create a less emotional way to turn over the keys. Not only this, but this method allows for transparency on both sides, which can make both Chenmark and the owner excited for their futures.

Another key aspect is the emotion of the employees. Trish knows from experience that owners can be hesitant to let their employees know they are selling the business, and therefore has created an ever-improving action plan to reduce the stress of the employees and the incoming owners. Things as simple as taking 90 days before making any financial changes to employee income can be incredibly important to create respect, as well as let the owner learn the ins and outs of the operation before any major changes are made.

To learn more about Chenmark, head to their website here. To reach out to Trish, you can email her at trish@chenmark.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Advice for Selling a Business

"It's hard for somebody to know what your business is worth, because in a financial transaction you have to agree on a price."

Entering New Industries

"It's very natural for someone to be concerned when a new owner is coming in, so we try to show empathy for that."

Managing the Emotions of a Transaction

"Often, I find that I'm playing more of a role of therapist in a financial transaction."

To learn more about Chenmark, head to their website here. To reach out to Trish, you can email her at trish@chenmark.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Mike Abecassis is the CEO of GameTime, a group of family entertainment centers in Florida. Since 2010, Mike has led Gametime through many trials and tribulations, often building back better and consistently leading his team to newfound levels of success. Mike guided GameTime through the vast unique impacts the pandemic had on the entertainment industry, and also played a major role in the recovery from a Chapter 11 bankruptcy. In this interview, Mike shares his experiences about guests determining the brand, recovering from bankruptcy, and treating leaders as investment managers.

Guests Determining the Brand

"We try to create our brand, but the truth is our guests determine what our brand is."

Many organizations attempt to create their own unique and individual brand, and while this may be executed well, the guests always determine what a brand truly is, even if that doesn’t match your definition. While it may be a challenge, listening to your guests and creating the brand that they think you is incredibly beneficial to your business.

When building an extension of an established brand from the ground up, it’s important to maintain a great guest experience by strongly incorporating what the brand truly is through the eyes of the guest. By making yourself what they think you are, you reduce confusion and create a positive, smooth experience for guests of all types.

Recovering from Bankruptcy

"Organizations do their worst at their best times and their best at their worst times."

For many years, Mike conducted annual excercises that simulated what would happen if his copmany had to file for bankruptcy. This internal audit resulted in a full scrutiny of the company’s books to determine if any holes were present that could put the company in jeopardy if he ever needed to seek bankruptcy protection. As a result, when the time came, GameTime successfully exited Chapter 11 in just over six months.

When it comes to leading a team through a bankruptcy situation, one of the biggest takeaways that Mike shared was the importance of communicating the details with his team before the information is publicly available. This allowed for GameTime leadership to fully understand the implications of the circumstance without learning about from a third party.

Treating Leaders as Investment Managers

"We need to invest in our teams on a regular basis."

In the eyes of a leader, your team members are an investment that you manage every week. It’s crucial to monitor where your money is going and having strong investments that have good returns.

By looking at it in this lens, you can see which investments need to be coached, where you should invest more, and what investments should you bring in. Maintaining a strong portfolio will allow for success to reach all sectors of the business spanning from the guest experience to staffing.

To connect with Mike, you can find him on LinkedIn. To learn more about GameTime, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Guests Determining the Brand

"We try to create our brand, but the truth is our guests determine what our brand is."

Recovering from Bankruptcy

"Organizations do their worst at their best times and their best at their worst times."

Treating Leaders as Investment Managers

"We need to invest in our teams on a regular basis."

In the eyes of a leader, your team members are an investment that you manage every week. It’s crucial to monitor where your money is going and having strong investments that have good returns.

To connect with Mike, you can find him on LinkedIn. To learn more about GameTime, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Chuck Wray is the president of CJ Publishers, a leading force in the advertising of Florida’s diverse and rich attraction scene. Even in a more digitalized era, Chuck has led CJ publishers to be a prominent figure in attracting customers and directing tourists and locals throughout all of Florida. After being president for 32 years, Chuck has learned many valuable lessons about the publishing world and the art of attracting customers and monitoring the success of their strategies. In this interview, Chuck talks about how print is not dead, coupon & promotion strategies, and putting family first.

Print is not Dead

"We have enough evidence that print is still working in an amazing way."

According to a recent study, Millennials trust 17% of what they see on the internet and 87% of what they see on print. This goes to show that print is still a very valuable tool, even in a world overtaken by our massive digital infrastructure. The power of physical presence is a big influence, especially when families are on vacation, where they often find themselves using more mixed forms of media.

By maintaining a strong presence in popular locations, print can still be a major component in advertising, especially for smaller attractions that don’t have budgets for larger advertising media such as billboards or radio/television. In addition, print is much easier to share with family members and friends, and can be considered a more personable and engaging form of advertisement.

Coupon & Promotion Strategies

"A dollar discount is usually better than a percentage discount."

Because print advertising is cheaper and more available to smaller attractions, many innovations have been made throughout the years to engage customers and draw crowds. By using customer-centric methods, people can be enticed to come to your attraction even more through the promotions you put on paper, not just on the internet.

However, the logistics of such ideas can be challenging. Measuring the success of your various advertising strategies is a key factor, and having the proper channels to do that is important. If it’s at the register, ensure that it isn’t impacting the throughout of your attraction, and if it’s online, make sure that your web discount doesn’t outperform the paper discount, or else you’ll lose your ability to track where people are coming from.

Putting Family First

“We are able to keep our father and son relationship father and son.”

Working with family can be both a challenge and a blessing. Many work environments can make people feel excluded when they implement the family dynamic in a poor manner. By learning how to balance the professional environment with the unique aspects of coaching family, a strong dynamic can be made to better the workplace.

Whether it’s sharing copies of a guide with families at a wedding or sharing responsibilities with a family member in the workplace, family is always first throughout CJ publishers. By maintaining a professional family dynamic, the company can perform as intended and even create a more welcoming work environment where everyone feels appreciated.

To learn more about CJ publishers, you can visit their website here. CJ publishers’ phone number is 727-521-6277. To connect with Chuck, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Print is not Dead

"We have enough evidence that print is still working in an amazing way."

Coupon & Promotion Strategies

"A dollar discount is usually better than a percentage discount."

Putting Family First

“We are able to keep our father and son relationship father and son.”

To learn more about CJ publishers, you can visit their website here. CJ publishers’ phone number is 727-521-6277. To connect with Chuck, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Bill Lentz is the General Manager of Adventureland Resort in Altoona, IA. Bill has worked in the hospitality industry for his entire career, starting with selling merchandise in sports venues. Bill began working at Knott’s Berry Farm in 1989 as a Retail Operations Manager, and soon took on the role of General Manager at Soak City in Palm Springs and then at Great America in Santa Clara, while also overseeing operations at Gilroy Gardens. Bill’s career then took him to Palace Entertainment as the VP of Water Parks in the United States, Wet n’ Wild in Sydney, Australia, overseeing animal parks, as well as General Manager at Miami Seaquarium until Bill moved to Adventureland in early 2022. In this interview, Bill Lentz talks about park acquisitions, believing in the team, and walking the walk.

Park acquisitions

“Whether you’re buying or selling, the team that’s in place, they need that team.”

Bill’s career background has taken him through several acquisitions of parks, both on the side of the business acquiring the park as well as the park being acquired. This has led to a unique perception of how acquisitions impact the individuals working for a park in the middle of a transition. When a park is being acquired, team members need to know where they stand in terms of job security. The park always needs a team to operate, therefore being immediately transparent is key.

Additionally, teams should prepare themselves for procedural changes if they are entering a larger corporate structure from a smaller operation. For example, when Bill arrived at Adventureland, Bill states that the park was very well run, although they needed to adapt to Palace’s methods and processes. In an independently-owned property, decisions are often made by approaching the owner of the park; however, in a corporate structure, there are more layers to large decisions.

Believing in the team

"You've got to show that you believe in the team, and they'll give you a chance and believe in you."

As Bill entered Adventureland for the 2022 season when Palace Entertainment acquired the park, he stated that it was critical that he showed that he believed in the team in order for the team to believe in him. This way, Bill would be able to balance coming into the park in the executive level while also recognizing the manner in which the park operated long before his arrival.

Bill is a big believer in listening and not overreacting. At Adventureland, employees range from 14 year-olds to senior citizens, and they work well together. When making changes, there were naturally questions that arose, but when the team has the opportunity to ask questions, it leads to thoughtful discussions that further help gain buy-in. Additionally, giving the team the chance to show you how they may take on certain tasks demonstrates that you trust them, which makes it easier to gain trust in return.

Walking the walk

"I don't expect any different treatment than I give somebody else."

There is no job that Bill will ask someone to do that he won’t do himself. When Bill was at Miami Seaquarium, a team member saw that he was unloading a food truck and asked him why he was doing it. Bill replied by saying, “Because it’s my job.” As every leader knows, whenever you get promoted up the chain, everybody’s watching you, and the way you treat your team is a true reflection of your leadership style.

Bill also stresses the importance of calling employees by their names. Using the names of your team members demonstrates your commitment to mutual respect and that you are walking the walk. He also highlights how effective open communication can be, as well as the fact that tough conversations should be to the benefit of the employee and their overall success.

Bill states that one of the favorite parts of his job is coaching employees to improve their performance and seeing those he works with succeed. The biggest lesson from the early days of his career is to respect everyone you work with, and that he does not expect any different treatment that he gives somebody else.

To learn more about Adventureland, visit www.adventurelandresort.com. To get ahold of Bill directly, you can email him at bill.lentz@palaceentertainment, and he promises to reply quickly!

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas

To connect with AttractionPros: attractionpros@gmail.com

View Details

Park acquisitions

“Whether you’re buying or selling, the team that’s in place, they need that team.”

Believing in the team

"You've got to show that you believe in the team, and they'll give you a chance and believe in you."

Walking the walk

"I don't expect any different treatment than I give somebody else."

To learn more about Adventureland, visit www.adventurelandresort.com. To get ahold of Bill directly, you can email him at bill.lentz@palaceentertainment, and he promises to reply quickly!

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas

To connect with AttractionPros: attractionpros@gmail.com

View Details

Sarah Clarke is the Director of Operations at the Gateway Arch in St. Louis, MO. As a native to St. Louis, Sarah holds a degree in recreation management, and throughout her career she has touched nearly every department of an operation. The lessons learned from seeing the big picture of the business have proved valuable for Sarah at the Gateway Arch, where she has worked since 2013, and was pivotal to the arch’s renovation project and pandemic reopening strategy. In this interview, Sarah talks about putting people first, thinking outside the box, and operational leadership.

Putting People First

"We need to put people first."

Whether it’s guests or employees, it’s important to remember that everyone is a person. Humanity applies to all situations, spanning from employees dealing with personal issues to guests feeling nervous about traveling 630 feet into the sky.

By prioritizing people and their humanity, the guest and employee experience is improved by creating personal experiences and making positive experiences out of any kind of negative situation.

Thinking Outside the Box

"It's okay doing something a completely different way."

In the midst of a multi-million dollar construction project spanning 5 years in length, the Gateway Arch team had to find a way to keep their facility open while maintaining a great guest experience. In a situation where the only constant is change, thinking of ideas beyond the standard approach proved beneficial, as they were only closed for a few months during the entire renovation.

It’s okay to approach things in a unique, fresh way. Sometimes, it’s even best to ignore the saying “if it ain’t broke, don’t fix it”. By thinking of new ideas and innovating beyond the standard, the guest and employee experience is enhanced and your attraction can vastly improve.

Operational Leadership

“Bring positive energy so that when they get on the floor, we’ve been modeling that type of experience.”

Operations are what keep attractions running, and having a strong sense of leadership with team members is important. By modeling behavior you would want your front-line team members to have, you create a mark on their behavior and indirectly create great guest experiences.

Coordination and communication are also challenges in operational leadership. Many different locations have several companies involved that manage unique things within a facility, such as food and beverage or merchandise. By creating an open stream of communication and allowing for information to flow freely, barriers are broken down and your experience will experience fewer roadblocks.

To learn more about the Gateway Arch, you can visit their website here. To connect with Sarah, you can find her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Putting People First

"We need to put people first."

By prioritizing people and their humanity, the guest and employee experience is improved by creating personal experiences and making positive experiences out of any kind of negative situation.

Thinking Outside the Box

"It's okay doing something a completely different way."

Operational Leadership

“Bring positive energy so that when they get on the floor, we’ve been modeling that type of experience.”

To learn more about the Gateway Arch, you can visit their website here. To connect with Sarah, you can find her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Sam Caucci is the Founder and CEO of 1Huddle, a company focused around improving employee training through the usage of games. Sam got his start in the sports industry after signing to play football at the University of Alabama, helping to train and keep players up to standard during the offseason. After 10 years in the sports industry, Sam started realizing that the medium for employee training wasn’t up to the standards it should be. In response, Sam founded 1Huddle, working to combat the stereotypical training experience and create a better way to train employees to their maximum potential. In this interview, Sam talks about learning through games, tech as infrastructure, and treating employees like customers.

Learning Through Games

"There's a real power to play. Play is not trivial."

Although it may seem unconventional, it has been proven that learning through games is one of the best ways to learn. By applying these ideas to employee training, not only does it engage employees more than the typical e-learning or classroom setting, but it also gives them opportunities to learn more content at the same time and train their brain from a wide range of lessons, rather than quizzing directly after learning.

Learning through games is also universal by using the style of trivia. Trivia is a kind of game that spans across all generations, allowing for the learning language to work for employees of all demographics. In addition, this allows for the games to be more educational and train the brain with predictions and reinforcement.

Tech as Infrastructure

"Organizations need to be learning environments."

There’s too much power in tech to keep it away, and it’s important to adapt and allow for tech to become part of your company’s infrastructure. By embracing tech and its capabilities for training, it allows for an open stream of communication to provide feedback and clarification to employees.

In a world where employees feel like management is becoming more disconnected, if an employee were to give a recommendation on a question for trivia through an online portal, it allows for a positive interaction to occur regardless of the outcome of their recommendation. This allows for the employee to have a great learning experience and for the manager to get more connected to their employees.

Treating Employees like Customers

"What if you treated your employees like customers? What decisions would you make?"

By treating your employees like customers, they feel more incentivized to go above and beyond the typical standards. Instead of having mandatory training, making it voluntary and having rewards could make a massive difference in employee engagement and their connection to their managers.

By allowing your employees to have fun, play, and learn without the shadow of ‘mandatory attendance’, they can become valuable assets to the company and feel appreciated and connected. Furthermore, this increases the odds of them referring a friend, which is the most common way Gen Z has been searching for employment.

To learn more about 1Huddle, you can visit their website here. To connect with Sam directly, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Learning Through Games

"There's a real power to play. Play is not trivial."

Tech as Infrastructure

"Organizations need to be learning environments."

Treating Employees like Customers

"What if you treated your employees like customers? What decisions would you make?"

To learn more about 1Huddle, you can visit their website here. To connect with Sam directly, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

TJ Schier is the Chief Operations Officer for BigShots Golf, a tech-driven golf and culinary experience. TJ began his career working for Chuck E. Cheese for 18 years, and left to start his own speaking and consulting business in 2001, helping businesses like family entertainment centers improve their culture. In 2021, TJ joined BigShots Golf, helping combine food, hospitality, and golf. In this interview, TJ discusses how performance drives morale, selling a feeling, and competitive socializing.

Performance Drives Morale

"Performance drives morale, not the other way around."

Although it seems logical, not many people work harder when they are happier. Many managers struggle to create a positive work environment where they can yield both smiles and results. In a workplace, it’s valuable to view performance as driving morale, rather than the opposite. By generating results, you can see more smiles grow as the employees realize that they are part of a valuable contribution.

To create this environment, it’s important to know what the group needs to succeed. By failing to communicate and only trying to generate results, it can open the door to toxic leadership and ultimately dampen performance. Sit down with everyone, from the trainers to the owners, and find out what everyone needs. Implement the necessary changes, and as performance skyrockets, so will your company’s morale.

Selling a Feeling

"We look for moments that make people feel like a big shot."

Selling a feeling is one of the most important and unique aspects of the attractions industry. Being able to make someone feel something by giving them a great experience takes craftsmanship and incredible attention to detail in the employee and guest experience. It’s important to realize the elements that go into creating a company within the experience economy.

The ‘north star’ of selling a feeling is giving the guest something they don’t expect. By surprising the guest, you make them feel like they’ve won, therefore selling that feeling. It’s important to never let guests have the minimum experience, and build upon these experiences with employee interactions that make them say ‘wow’.

Competitive Socializing

"The socialization piece is huge. People want to be around other people."

Attractions are social experiences, and that's what draws people out of their house and into your experience. Being able to have fun with other people is the magnet for many experiences such as BigShots Golf. By capitalizing on this concept and generating ideas to help bring it to full fruition, guests will leave with an incredible experience beyond the food and games.

With this, attractions can be taken to the next level of interactivity and become a place where people have a reason to visit more than just once. Allowing for friends to compete in a casual environment creates bonds, a product that reaches all audiences.

To reach out to TJ, you can email him at tj.schier@invitedclubs.com or connect with him on LinkedIn. To learn more about BigShots Golf, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Performance Drives Morale

"Performance drives morale, not the other way around."

Selling a Feeling

"We look for moments that make people feel like a big shot."

Competitive Socializing

"The socialization piece is huge. People want to be around other people."

To reach out to TJ, you can email him at tj.schier@invitedclubs.com or connect with him on LinkedIn. To learn more about BigShots Golf, you can visit their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

View Details

Sarah Worrell is the General Manager at Kentucky Kingdom. Sarah has been with Herschend Entertainment for more than 10 years, getting her start with the company in Denver running human resources for Elitch Gardens. Sarah has been in the attractions industry for all of her professional career, with experience at Paramount Parks, Six Flags, Hard Rock Park, and Herschend Family Entertainment. In this interview, Sarah talks about employee recruitment and retention, developing employees, and leading with love.

Recruitment and Retention

"The guest experience mixed in with the employee experience is where we have focused our efforts."

There’s many elements within the employee experience that are often overseen and are thought of as normal or standard. However, behind the scenes, the structure of the employee experience is critical to the operation and sustainability of a park.

The employee requires support to get going, and that involves items like training and more complex items such as guidelines and regulations. When revising this system or building it from the ground up, it’s important to maintain a good, stable employee experience to additionally support the guest experience.

Developing Employees

“You have to be okay knowing that you will develop a person to take their talents somewhere else, but shouldn’t stop you from developing them in the moment.”

Employees don’t join a company they don’t believe in. It’s important to make sure that the employee leaves a stronger, better person than when they got onboarded. No company wants a stagnant employee, and no employee wants a stagnant company. It’s important to keep streams of inspiration flowing to encourage growth and development on both sides.

Many people have been personally inspired by experiences while working in the attractions industry, and that’s what keeps the consistent love and innovation pouring into the community. Somebody may have joined with the intention of staying for a summer, but instead stayed for a lifetime. By being that source of inspiration, you can take employees to the next level and have more passionate people in the industry.

Leading With Love

“We want them to understand what it means to be a patient, kind, truthful, trusting, humble, forgiving, dedicated leader.”

Being a leader means being a leader worth following. By showing compassion and empathy, employees will look up to you and realize that you do truly care about their work and meaning to the company. Taking initiative with your employees and making sure that you have an open stream of communication allows for ideas to be shared, employees to be developed, and guests to be satisfied.

Showing initiative and being prepared for your employees also shows your level of commitment to the people who keep your park operating. Keeping the professional appearance while also keeping them aware of your commitment to them is a recipe for success and shows the employees how much you truly care.

To reach out to Sarah, you can find her on LinkedIn. To learn more about Kentucky Kingdom, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Recruitment and Retention

"The guest experience mixed in with the employee experience is where we have focused our efforts."

Developing Employees

“You have to be okay knowing that you will develop a person to take their talents somewhere else, but shouldn’t stop you from developing them in the moment.”

Leading With Love

“We want them to understand what it means to be a patient, kind, truthful, trusting, humble, forgiving, dedicated leader.”

To reach out to Sarah, you can find her on LinkedIn. To learn more about Kentucky Kingdom, you can find their website here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

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Djuan Rivers is the former Vice President of Disney’s Animal Kingdom with over 30 years of experience with The Walt Disney Company. After getting his degree in chemistry and economics from Emory University, Djuan stumbled into Disney’s hotel operations branch where he kicked off the beginning of his unique career. After opening six hotels in Florida and three in Paris, Djuan quickly began to explore countless opportunities on the executive front, from Hawaii to Paris and all the way back to Animal Kingdom. In this interview, Djuan discusses Disney’s evolution, knowing your essence, and the power of saying yes.

Disney's Evolution

“It’s about entertainment, creativity, and the guest experience.”

Considered the ‘golden standard’ of themed experiences and guest interaction, Disney has evolved the industry while continuing to evolve itself. From areas like leadership structure to breakthrough ideas within the experience economy, Disney has cemented its legacy and has changed the attractions world as we know it.

With such a diverse set of experiences and properties, Disney presents many opportunities for their leadership team to learn from their past experiences. Hotels relate to theme parks, and theme parks relate to cruise lines. Disney evolved to break boundaries between departments and open the world of communication to help excel the development of the guest experience and make their experiences even more enjoyable.

Knowing Your Essence

"You have to know the essence of who you want to be."

Having a sense of identity is one of the most powerful tools in the attractions industry. Companies need to know their purpose and have that strong sense of essence in order to succeed in a competitive world. To strive, companies need to determine what their essence is, who their audience is, and what they want to accomplish.

So many experiences can be bought off the shelf and created in a matter of weeks, but what makes the true difference is the employee to guest interaction that the essence of your company will create. Not only does your company’s essence create a message, but it also creates a better guest and employee experience when executed correctly.

Saying Yes

"I'm always looking for the next cool opportunity."

Saying yes is the greatest way to generate opportunity and take you to new places. By saying yes, not only are you taking yourself on an exciting new adventure, you’re also creating bonds, gaining experience, and developing yourself further as a person. Whether it’s walking on the wings of an airplane or running an arctic marathon, every time you say ‘yes’, a new opportunity presents itself.

People appreciate other people who aren’t afraid to explore and are in the consistent pursuit of the next great opportunity. If somebody simply asks you if you’re free and would like to try something, saying ‘yes’ generates respect and creates an unforgettable experience that can lead you places you never thought possible.

To learn more about Djuan, you can find him on Instagram and Facebook.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Peta Wittig is the General Manager for Phillip Island Nature Parks, an organization that focuses on conservation and research funded by their remarkable visitor attractions. After starting her career at the age of 17 on the opening team for a local aquarium, Peta fell in love with startups and aquatic wildlife attractions. Peta gained incredible experience by traveling the world and helping bring various aquariums and wildlife attractions to life in her journey leading to Phillip Island. In this interview, Peta takes her years of experience to teach us about inspiring action, being your authentic self, and knowing your purpose.

Inspiring Action

"Inspiring people to act is about making a connection."

Entertainment and education are much more synonymous than you might think. The balance of creating a fun environment where people can enjoy themselves whilst simultaneously creating a call to action isn’t rocket science. By creating a connection through the world of entertainment, the doors are opened to insert a powerful message inspiring action within a person by simply letting them have fun.

Live animals are another key element of inspiring action, where it’s important to maintain the balance of education and entertainment. Ultimately, animals are not there for people’s entertainment, but should instead be used to help benefit the balance of education and enjoyment by having employees teach people about the unique aspects of wildlife and how we can protect it for years to come.

Being Your Authentic Self

"Your purpose is key to enjoying what you do and being authentic."

Being authentic is key to not only enjoying yourself, but also letting others enjoy you. When being your true self, your leadership and goals become much more transparent and can make you a leader worth following. By showing what your message is and what impact you want to make on the world, it creates a much more positive atmosphere and helps generate an aura of success.

By being authentic, you can break down barriers that stem from cultural differences and help bridge the gap between people with different backgrounds, something that leaders often struggle with. By maintaining the same goals and messages, it’s never impossible to rally a team towards those objectives.

Knowing Your Purpose

"Your purpose is key to enjoying what you do and being authentic."

When you’re doing something you enjoy, it’s easy to get up in the morning and it’s easy to be your authentic self. Enjoyment stems from your purpose, and your purpose creates your goals and impact you want to make on the world. By creating and recognizing your purpose, it’s easy to become a natural leader and enjoy what you do.

Knowing your purpose is key to being happy and being your authentic self. Without knowing your purpose, it’s impossible to work towards your goals that should stem from that purpose.

To learn more about Peta’s purpose, you can visit penguins.org.au. To contact Peta directly, you can connect with her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Chrissy Soverns Schwartzman is the Chief Executive Officer at Sawgrass Recreation Park, a family retreat in South Florida with airboats, sanctuaries, and even more within the Florida Everglades. After her father bought the property from friends ready to retire from the airboat business, Chrissy and her family built their vision, now employing 49 staff members with 10 of them being related. After countless pivots and challenges, Chrissy has gained a natural sense of leadership and plenty of experience within the challenges of the industry. In this episode, Chrissy talks about opportunities in disguise, shifting business models, and being calm.

Opportunities in Disguise

"I'm a born optimist. We've got to see the sunlight somewhere."

Opportunities are everywhere; you just have to know where to look for them. Throughout the life of Sawgrass Recreation Park, major roadblocks have presented themselves, but after working through the problems, they wound up becoming blessings. These simple gifts present themselves with a tough shell, but once breaking through that barrier, it’s easy to find opportunity in negative situations.

It’s important to try and see as much as possible in a positive light, as every negative experience can be turned into a great one by pushing through the issues and solving the problem in a calm, collected manner without making emotional, heat of the moment decisions.

Shifting Business Models

"We have COVID to thank for reintroducing people to the outdoors."

We live in a world where change is the only constant. Sawgrass Recreation Park is no stranger to change either. No matter the challenge, whether a pandemic or hurricane, the park’s management has found ways to ‘make it work,’ whether that be increasing/decreasing capacity or adding/cutting attractions.

Making and executing changes to business models is not only key to keeping your business afloat, but also keeping your employees and guests happy. If a park is too crowded on the busy days, there needs to be a way to cut it down while maintaining that revenue. This problem solving ideology is prevalent throughout the industry, and being calm and flexible is key to that success.

Being Calm

"Mental health is the forefront of concerns for our staff."

Being calm is an important aspect in business. Whether it be decisions in the meeting room or something going wrong with a control panel on a boat, it’s important to stay relaxed and not throw your hands up.

In any industry, being calm is the key to success. By being calm, you maintain a clear vision and refrain from making emotional decisions, which can lead to repetitive damage further down the road of a company. It’s important to not overreact and never exaggerate the impact of a situation.

To learn more about Sawgrass Recreation Park, you can visit their website. To contact Chrissy directly, you can connect with her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Betty Brennan is the Founder and Ambassador of Taylor Studios, co-founding the company over 30 years ago. After obtaining her MBA from Missouri State University, Betty has been focusing on the business side of creativity. With a strong background in nature and history and with a distinct appreciation of art, Betty has been making the financial calls to keep a creative business running and create immersive, educational experiences for all generations. In this interview, Betty talks about combining art and business, mission-based storytelling, and exit strategies.

Combining Art and Business

"Sometimes, working within the box can require you to be creative."

When it comes to combining these two different worlds, Taylor Studios prides themselves on having the ‘Business Mind’ right at the start of a project. By maintaining several processes for quality control and assurance as well as keeping the door open for communication and collaboration, Taylor Studios keeps their clients’ mind at ease.

The world of art and business, although different, do cross over more than one would expect. As an artist, it’s important to know the project management process, making sure the client is happy and understanding the barriers of communication and how to meet a deadline. The same goes for the project management and business roles, as it’s important to know how a creative mind functions and how to incorporate that into a schedule and budget.

Mission-Based Storytelling

“We want to transform the visitor into another time and place.”

Every story has to have a purpose, and pinpointing that exact purpose to help push a narrative is beyond important within experience creation, especially when it involves educational experiences with a goal to give the guest a new understanding of the world and deliver a call to action, something many museums and educational experience clients are constantly on the search for.

Ultimately, people don’t visit a museum to gain a bigger understanding of one specific topic. Guests come to these experiences to have a fun day out and enjoy their time, so knowing your audience is key. By creating immersive experiences and intense scenery, you can truly engage the guest and tell them a story in such a unique way that they naturally feel obligated to follow your mission.

Exit Strategies

"You have to have good business practices so your business can go on without you."

An exit strategy is incredibly important as unfortunately, not all ideas work. Having a plan B, or even C is critical in helping grow yourself and keeping the community you created. Having those basic business practices in place will drastically benefit you when it comes time to say goodbye to your business.

By keeping those doors open, prosperity and growth continues within the ideas and models you made, not only keeping people happy, but also keeping people growing even without you. By preserving your company, you also preserve all the documentation, processes, and most importantly, people that made your company so great.

To learn more about Taylor Studios, you can visit their website To reach out to Betty directly, you can connect with her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Peter Ricci, EdD. oversees the Hospitality and Tourism program at Florida Atlantic University in Boca Raton, FL. Peter has worked in the hospitality industry since he was 14 years old as a dishwasher in a restaurant, where he was later promoted to busser and then promoted again to server. Throughout his career, Peter has worked in hotels, restaurants, events, travel agencies, airlines, destination marketing, and more, including moving 21 times in 12 years to open new hotels or fix broken ones. In this interview, Peter talks about culture first, embracing crazy ideas, and flexible employment.

Culture first

"I would go in and fix the culture first, and then the money would flow through."

Culture occasionally becomes a victim of stock trading value. When companies need to cut budgets, it is usually line items that influence the culture that are more difficult to measure that are cut in the interest of efficiency and cost savings. Even luxury brands have cut so much to their own detriment that they have a difficult time maintaining excellence compared to the past.

Leadership needs to walk the walk and breathe the culture every day. Peter shares an example of a property that ranked 240 out of 250 in the portfolio regarding service scores, and he went in as the GM role to fix the culture. For the first six months, he spent multiple hours a day focusing on training employees across all departments. When it was time for Peter to move to another project, the property increased its ranking to the 30s, due to his focus on culture.

A few years later, the property was sold at a $9 million profit. Stock value is important, but we are in the people business, and the culture drives the value of the business.

Embracing crazy ideas

“People know me here for very silly, crazy ideas.”

Florida Atlantic University, and Peter specifically, became widely known throughout the hospitality industry in the early days of the pandemic for offering FAU’s Certificate in Hospitality and Tourism Management for free. The idea came from realizing that everyone in the hospitality industry was at home; many of them were furloughed and needed to keep occupied.

Peter’s idea was embraced immediately by the dean, and plans were put into action. Normally, about 100 people complete the certificate a year, so an optimistic projection was set for 500 due to offering it complimentary. As word got out, the program generated 77,000 enrollments, and more than 85% of those who enrolled completed it.

This initiative, which started as a crazy idea, went viral, leading to significant donations to keep the program going at an affordable cost, incredible exposure for the university, and an immense amount of gratitude from participants.

Flexible employment

“What if we let employees pick the benefits that they want?”

The challenge today is to find quality talent who is passionate about the job amidst other industries that allow remote work and more lenient hours. Peter’s focus for the next five years is to help employers in the hospitality industry be more flexible. Flexibility for one person might be a workweek consisting of four 10-hour days, and for another employee, it might be a daycare benefit instead of medical. Benefits such as pet care, rent subsidy, or partial car allowance are benefits that won’t appeal to everyone, but for those that they do appeal to, they resonate strongly.

There needs to be a meaningful hook beyond the hourly or salary wage to attract the best talent. If employees could pick their own benefits from a buffet-like offering, it creates a more meaningful and personalized employment experience.

To contact Peter, connect with him on LinkedIn or email him at ricci1@fau.edu. To learn more about FAU’s Certificate of Hospitality and Tourism, click here.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Coaster Nerd Con is the yearly trek by Matt and two friends to ride as many roller coasters as they can in an 8 or 9 day period. This year, the trip included stops at Six Flags Great Adventure, Knoebels Amusement Resort, Hersheypark, Lakemont Park, Kennywood, Kings Island, Kentucky Kingdom, Holiday World, Indiana Beach Boardwalk Resort and Cedar Point. In this episode, Matt shares his observations and experiences and he and Josh turn them into valuable operational lessons.

First, Matt shares some of his favorite, most memorable moments of the trip - some that were directly influenced by the park and employees, others that were made possible by the atmosphere the park created. By discussing these individual moments, Matt and Josh drew connections between them and linked them to the intersection of guest and employee experience.

Next, Josh and Matt discuss the following observations and how they relate to a successful guest and employee experience.

Make feedback easy - Six Flags had large posters with a QR code for guests to leave positive feedback for their team members.
Sound/Audio matters - whether a ride spiel or a storytelling element in an attraction, if people can’t hear or understand what’s being said, a large portion of the story and experience is lost.
Presentation matters - from Hersheypark’s Ferris wheel appetizers to Kings Island’s employees, the visual impression of your experience cannot be underestimated, both from the guest and employee perspective.
Don’t forget the human component of a tech-driven world - at Kennywood, even though the process for buying and using the skip-the-line pass was done completely from your phone, they still had people standing by to help answer questions and for “emotional support.”
How do you say goodnight or goodbye to your guests (or employees)? Do you have a strategy to reinforce the great memories created so that they want to come back again and again?

This podcast wouldn't be possible without the incredible work of our amazing team:

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Richard Glover, Jr. is the CEO of Central Florida Zoo & Botanical Gardens in Sanford, Florida. For Richard, the journey has always been about animals, conservation, and making a difference. After a brief stint outside of the animal care industry, Richard is back with the animals and couldn’t be happier. In this episode, he talks about telling complicated stories, understanding your audience, and executive leadership advice.

Telling complicated stories

"We want them to feel that coming here led to something that matters."

Everyone loves snakes, right? Maybe not, but the Central Florida Zoo operates the Orianne Center for Indigo Conservation. In other words, they work to reintroduce Eastern Indigo Snakes into the Florida ecosystem. For snake haters, this sounds awful, but the truth is that these snakes are very good for the environment, specifically Gopher Tortoise habitats.

This is what makes the story so complex… many moving parts that may or may not be easily accepted by all guests. Of course, not every story or conservation effort can be about panda bears, so careful crafting of a story and why all of these actions matter is critical to all species.

Understanding your audience

"If they get the real sense of emotional connection, that's what keeps them coming back."

Coming into the organization, Richard’s goal was to watch and observe, both how the guests experienced the zoo as well as how employees went about their daily tasks. He felt this approach to learning really helped him understand how to connect with both audiences, guests and employees alike.

Richard talked about from his perspective, ‘what’s the best use of my time to move the needle the most?’ Certainly balancing the needs and wants of the guests, board and employees is critical, but so is finding ways for each of those audiences to connect with the zoo’s mission so they will want to stay engaged and involved.

Executive leadership advice

“If at any point you think you are the smartest person in the room, you aren't.”

As Richard talks about his role as an executive, he mentions being a relationship-builder and getting teams with often-competing priorities to work toward the same goal. The key is to build a strong foundation so that in times of struggle or disagreement that the situation can be handled with respect.

He also said if you have an opportunity to add to your skill set - do it! Keep putting in the time and effort to learn the things you need to learn if you want to keep advancing. In addition, you can’t think that this is about you, because it isn’t.

Follow this link to learn more about the Central Florida Zoo & Botanical Gardens. They can also be found on Facebook, Twitter and Instagram. To connect with Richard, you can find him on LinkedIn or he can be emailed at richardg@centralfloridazoo.org.

This podcast wouldn't be possible without the incredible work of our amazing team:

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To connect with AttractionPros: attractionpros@gmail.com

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Bob Pacanovsky is Chief Hospitality Officer of The Black Tie Experience. Bob’s background includes nearly three decades as an entrepreneur in the hospitality industry, owning restaurants, event companies, and catering companies, where the uniform consisted of a black tie tuxedo. Today, Bob is a keynote speaker and trainer, and helps organizations elevate their service and experience to the black tie level. In this interview, Bob talks about The Black Tie Experience, service excellence vs. hospitality, and third party relations.

The Black Tie Experience

“No one remembers ordinary service.”

Bob shares examples that he has experienced personally where staff members went above and beyond by recognizing him as an individual and showing a dedicated commitment to his experience. One example includes a casual chain restaurant where the cashier introduced herself and learned Bob’s name, and served him with enthusiasm that exceeded expectation; in another example, a rental car employee indiciated that the car that Bob would receive did not meet her standard, and offered to treat him to lunch while he waited for a better car.

To truly deliver The Black Tie Experience, the level of service and hospitality must be above average and beyond guests’ expectations, but does not require extravagant productions or significant costs. These examples are intangible and cost very little to the business to exceed guests’ expectations, yet they create a long-lasting impression on how the guest feels about the brand.

Service Excellence vs. Hospitality

"Hospitality is you how make your customers feel while delivering your service excellence."

What is so important to you as a company that you involve your staff in training and onboarding? The answer to that question drives your service excellence. These are the tactical elements that go into the individual interactions that the guest or leader can observe directly. Bob recommends that if you want to implement service excellence, it requires practice, role playing, and task-oriented training.

The hospitality component indicates how you make people feel. It is the spark that is driven by the culture, leadership, and through the service excellence that is delivered. By recognizing the difference and effectively combining the two, guests walk away with a positive experience that was delivered organically by the staff.

Third Party Relations

“Our brand is associated with the brand of that venue.”

With Bob’s catering business, he states that he “never played a home game,” because their work was being done in a venue that was not his own, which brings a new level of responsibility to the service that is delivered. On one hand, the catering team is serving the guests of the venue, whether they are day guests or event attendees, and on the other hand they are serving the venue in a client-vendor partnership.

If guests have a positive experience with the catering team, it will reflect positively on the venue. However, if a guest’s experience with the catering team is poor, it will drag down the brand of the venue because most guests won’t know the difference between the two - nor should they, as it should be seamless. This guidance is applicable to all third party concessionaires in the attractions industry, whether it is food and beverage, retail, souvenir photo, security, artists, or anyone else who works at the attraction but not for the attraction.

To get ahold of Bob, visit www.bobpacanovsky.com. You can also connect with him on LinkedIn, as well as follow The Black Tie Experience on LinkedIn, Facebook, Instagram, and YouTube.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Brad Collins is the President and COO of Uptown Jungle Fun Park. Based in Phoenix, AZ, Uptown Jungle currently has eight locations that are all corporately owned, with a ninth currently in development. Those around Brad say that he will do whatever it takes so the team can win and that he is an optimist, firmly believing that everything is “figure out-able.” Brad says that Uptown Jungle is a fun, crazy place for kids between 2 and 10 years old, with a high-energy atmosphere featuring trampolines, climbing walls, obstacle courses, and play structures. In this interview, Brad talks about innovating the guest experience, betting on your people, and having fun at work.

Innovating the guest experience

"We are constantly innovating the guest experience."

Keeping the business internally owned and operated versus taking a franchise approach enables Uptown Jungle’s management to maintain full control over the business at each location and to continue innovating the guest experience.

Recent innovations to the guest experience include launching a membership program, a YouTube series, and a mascot named Uppy. These innovations come with significant intentionality by aligning the initiative with improvements to the guest experience, rather than doing it for the sake of doing it. For example, the Uppy mascot was in development for approximately one year before being introduced to Uptown Jungle’s audience so that it could be refined and fully ready for release.

Betting on your people

"You have to bet on your people sometimes, and you have to trust them."

With the innovations made to the guest experience, it required trusting the people involved to utilize their skillsets to complete the project to a high standard of quality. When betting on your people, you have to put a plan together on how that person’s strengths can add to the business.

In many instances, there may not be a direct dollar return on the investment. When Uppy was introduced and the YouTube channel was launched, the measurement was not about dollars being added to the business, but rather the long-term enhancement of the brand and the impact that it makes on guests and fans, along with the experience it creates in the parks.

By putting a plan together, you can project that the end result of what that person can do will pay off financially and in other ways. Brad also states that if there is a person who is not doing their job, it’s often the leader’s fault, so it is important to look introspectively to see how you can support them to accomplish the goal.

Having fun at work

"I do not think there's much of a difference between the guest experience and employee experience."

Brad stresses that he is big about having fun, so employees should feel comfortable having fun and being themselves. If you are creating a good culture and work environment, employees should not be scared to discuss additional talents with their leader and suggest using them within the business. In one example that Brad shares, an employee used his talents to dress up as a pirate and lead a group of toddlers around the facility on a treasure hunt. This type of empowerment leads to improvements to both the guest experience and the employee experience.

When an employee comes to work, they should be able to leave their struggles at home, and while they’re working, they should be able to forget any troubles in their lives that they may be having. The concept of escapism goes hand in hand for both guests and employees, and from the employee standpoint, if they are having fun while they’re working then they can put other issues away and focus on having fun while working.

To connect with Brad, connect with him on LinkedIn. To learn more about Uptown Jungle, visit www.uptownjungle.com, or visit one of their locations.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Hal McEvoy is the President & CEO of IAAPA (International Association of Amusement Parks and Attractions), the leading association for the global attractions industry for 104 years. After getting a taste of the industry as an operations Cast Member at Walt Disney World in 1972, Hal joined Busch Gardens Tampa as an accounting clerk in 1975, kicking off his career in finance and accounting, as well as his passion for the industry. After spending more than 38 years with SeaWorld Parks & Entertainment, Hal initially became involved with IAAPA in 2005, and later became CFO of IAAPA in 2017 and swiftly became President & CEO 10 months later. In this interview, Hal talks about endless opportunities, the importance of rolling up your sleeves, and making meaningful connections.

Endless Opportunities

"The association, to me, is like a 104 year old infant."

In an industry centered around ambition and innovation, doors are constantly opening. Technology spreads like wildfire, and guests from around the world travel even further to experience things that were only ideas years ago. Given this world where change is the only constant, IAAPA has embraced the endless opportunities of the industry.

In an international association, there’s opportunities to see the industry thrive in certain locations as well as help other locations recover from the impact of the pandemic. Endless opportunities also means endless challenges, and every day presents a chance to help solve these challenges to help improve the future of the attractions industry.

Rolling Up Your Sleeves

"I'm the type of person who likes to roll up his sleeves and know what's going on."

It’s important to know what's going on. Rolling up your sleeves and getting your hands dirty not only improves your daily operation, but it also gives you a chance to see all the turning gears of a company and how everything fits together in a constantly changing puzzle.

In a worldwide association like IAAPA, there are so many aspects of the operation that it takes over 25 directors to help manage the operation. By getting your hands dirty, you can find all the pieces and how they fit together, solving problems at the source and making you a more valuable asset.

Making Meaningful Connections

"Having fun and making memories is what this industry is all about."

In an industry where so many people are involved and passionate about what they do, meaningful connections are one of the most important and fun aspects of the attractions industry. Making memories and making friends is the most enjoyable part of life, and it’s one of the core aspects of IAAPA.

When walking across the IAAPA trade floor, it often takes much longer than anticipated sheerly due to the amount of meaningful connections that are made and maintained throughout the industry. In an environment where it’s so easy to connect, it takes a short time to have memories with nearly everyone you see at the conference. It’s often mentioned that one of the greatest things about this industry is the people, and IAAPA tries to embody that ideology beyond the trade floor.

To learn more about IAAPA, visit their website. To connect with IAAPA, email any of the team members found in their directory.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Summary by Mason Nichols

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AttractionPros LIVE comes BACK to the Florida Attractions Association! As you’ll hear in this episode, if it wasn’t for Matt and Josh having dinner prior to the FAA conference in 2017, the AttractionPros podcast may have never been born. But it was, and this marks the 250th episode! We couldn’t be more excited that it lined up with our 4th installment of AttractionPros LIVE at an FAA event.

In this episode, you will be a fly on the wall as Josh, Matt, and the attendees of the FAA Annual Conference explore the intersection of guest and employee experience in real time. Along the way you’ll hear great suggestions about attracting, engaging and WOWing your guests and employees.

We would like to thank Bill Lupfer and the staff and members of the Florida Attractions Association for being amazing partners.

The Intersection of Guest and Employee Experience

Over the last five years, many podcast guests have spoken about the finer points of creating great guest experiences and engaging employees. For the last few months, Josh and Matt have been using the AttractionPros platform to test the hypothesis that the techniques used to produce high levels of guest loyalty and employee retention are actually the same.

By listening to the responses from FAA Annual Conference attendees, it would appear that the hypothesis is on track.

The conversation covered a wide range of topics including social media engagement, acting on feedback and attracting new guests and employees. In each case, attendees were challenged to think of typical guest or employee processes from the other perspective.

For example, it was discussed that the guests' experience should be frictionless… buying tickets, entering the facility, finding their way around, making a reservation, etc. The same can be said of an employee. Filling out an application or trying to find information or resources to do their job should be equally frictionless. Most agreed there was work to do on both sides of the equation.

Other elements of the guest and employee journey were also covered including when things go wrong. As humans, we all need to be acknowledged, heard, and treated with respect. This should not waver based on your guest or employee status. Again, similar techniques can be applied to all.

So while neither Matt nor Josh have an extensive background in science, the testing of the hypothesis seemed to work. By engaging professionals from across the industry, there appears to be a consensus that because we are all human, driving guest loyalty and employee retention are not that far away from each other. In fact, they are more similar than most of us realize.

The big takeaway from the conversation is that we don’t have to reinvent the wheel, and the resources we use on “both sides of the gate” are actually quite similar.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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To connect with AttractionPros: attractionpros@gmail.com

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Don White is the President & CEO at Satisfi Labs. Coming from an algorithmic training designer background with Bloomberg, Don and his colleagues now use their talents to make information more accessible for places people like to go. Since 2016, Satisfi Labs has been working to optimize digital relationships with guests while maintaining a great guest experience by allowing for personalization, but avoiding the repetitive transfer of information. In this episode, Don talks about the benefits of optimizing labor through AI, the answer engine, and role-based assistants.

Optimizing Labor through AI

"We look at the roles that people can't potentially fulfill."

Some tasks are just impossible to do. Luckily, there’s a unique advantage to using artificial intelligence technology to assist staff in completing these intense tasks. By using a system that is designed to learn, an ever-improving system can be implemented to help take on these immense challenges. Not only will this system already provide meaningful results, it will also help improve the performance of employees by assisting them in a way that could never be reached before.

By answering simple questions to teach the AI, an AI can create a solution for a question that can be asked in 13 million different, unique ways. This creates a new opportunity in the world of guest service efficiency, allowing for simple questions to be answered in a way that maintains a fantastic guest experience while also enhancing the employee experience. It does this by avoiding the repetitive transfer of common information.

The Answer Engine

"The guest experience is optimized if they get the information in real time."

In a world where information is constantly fed to us, whomever gives us the information we like the quickest wins. It’s important to recognize that this day and age requires real-time, quick responses, as the expectation for immediate answers is on the rise. Don and his team have already seen a benefit to the guest experience by using AI within the attractions industry.

The guest experience is the most optimized when the guest gets the information accurately, in real time, and always finds it available. By making ‘The Answer Engine’ accessible to guests in as many ways possible, whether it be via phone or computer, guests will find it easy to get quick answers to questions while simultaneously leaving the door open for specific personalized experiences where needed.

Role-Based Assistants

"People like to ask, and just get."

AI Assistants can be very valuable, and one of the core ways to utilize them is to have them play a guest-facing role. By implementing these virtual assistants into your operation, not only will it come with real-time, quick information, but it will also be accessible 24/7, something guests would greatly appreciate.

Many people find themselves planning a vacation or having a question at an odd time where there may not be an employee to help them in the office. By having these assistants play guest service roles, it can not only provide important and direct information, but it can also keep guests satisfied even outside of office hours. Not only this, but a role-based assistant could assist an employee with a simple task while the employee handles a more complex and unique situation.

To learn more about the Satisfi Labs, visit https://satisfilabs.com/. To reach Don, connect with him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Summary by Mason Nichols

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Bill Moore is the President and CEO of the Zoo Miami Foundation. As a public-private partnership, the Zoo Miami Foundation “fosters community pride and involvement with Zoo Miami and secures financial support for the zoo.” After spending more than 30 years with Six Flags, Bill’s experience in the attractions industry transcends for-profit and non-profit leadership roles. Throughout his career, Bill has observed shifts in trends related to engaging guests, influencing action to save the planet, as well as managing employees in innovative ways. In this interview, Bill talks about inspiring the next generation, changes in employee engagement, and conservation through storytelling.

Inspiring the next generation

“If we take care of animals, we take care of the planet. And if we take care of the planet, we’re creating an environment for those who come after us.”

The way in which the Zoo Miami Foundation reaches its audience is shifting, largely due to technological changes. Nowadays, people can easily socialize while sitting on their couch and never leaving their homes for the entire day. This leads to challenges related to encouraging people to take action in their daily lives toward supporting conservation and sustainability initiatives.

When people say that the animals should be returned to the wild, there isn’t a lot of “wild” left to go to. Bill stresses that our planet is in peril, and that future generations have the responsibility to take better care of it than those in the past. Solving these challenges requires efforts both in the zoo as well as beyond the zoo’s gates. This includes initiatives such as creative learning and immersive volunteer opportunities. By creating these opportunities, an inspirational outreach is made to help encourage future generations to take much better care of the planet, an impact that goes far beyond the gates of the zoo.

Changes in employee engagement

“There is value to having the same people under one roof.”

According to Bill, the way we managed before is not how we manage today. In particular, the popularity of working from home presents issues in productivity and agility that aren’t as prevalent when the entire team is within close proximity. However, it does require more flexibility than it did before. Employees with infants or small children, or those who may have needs that come up throughout the workday should be able to take care of their individual needs while still being a productive member of the team. Even if it is not a rigid 9am-5pm and timed lunch break, Bill stress that a team working together is more productive than a team working remote.

Even with the popularity of working from home, there is still a substantial advantage in working within close proximity. Problems always tend to be solved sooner, and the team is encouraged to bond and grow closer, therefore increasing employee engagement and activity. Although both methods have their benefits, working while actively engaging with each other is what really matters.

Conservation through storytelling

“At the end of the day, we’re storytellers.”

The way the Zoo Miami Foundation encourages people to take action on conservation is through the unparalleled power of storytelling. Something as simple as how the zoo started using aluminum cans instead of plastic bottles to help improve their recycling efficiency and protect the animals can engage people and bring light to important subjects like conservation.

Ultimately, people come to places because they want to have fun. By capitalizing on the natural beauty of the zoo and the engaging the nature of storytelling, an impact can be made on guests that will bridge the gap between humans and nature. This perfect intersection between education and entertainment can not only bring guests back, but help change the course of the world by promoting conservation and inspiring the next generation.

To learn more about the Zoo Miami Foundation, visit www.zoomiami.org. To reach Bill, connect with him on LinkedIn or email him at bmoore@zoomiami.org.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Summary by Mason Nichols and Josh Liebman

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“AttractionPros LIVE!” has come to New England! Every year, The Northeastern Association of Amusement Parks and Attractions (NEAAPA) holds a spring leadership seminar to prepare leaders for the upcoming season. This year, AttractionPros was invited to deliver this seminar to leaders across a wide range of attractions in the Northeast, including amusement parks, water parks, zoos, and family entertainment centers. Hosted at historic Canobie Lake Park, the full-day workshop focused on the best ways to deliver “wow” moments, both to their guests and the employees they serve, along with resolving complaints, using feedback, and bringing their ideal experiences to life. In this episode, seminar attendees share their key takeaways related to the intersection of guest and employee experience.

Key Takeaways

Guests and employees are both people. By understanding the intersection between these two worlds, approaches can be made to make them feel heard, understood, and have a much better experience. Creating “wow” moments for both guests and employees can go a long way, as even something simple can be remembered for a long time and make positive reviews grow.

By avoiding the typical ‘employee-customer’ relationship, guests can feel valued and leave with an incredibly positive experience, even if they had a complaint or issue, and team members can feel more comfortable sharing concerns to their leaders.

Utilizing feedback is incredibly important in shaping the future of your experience. Even negative feedback can be turned into a positive experience by making the person feel understood, appreciated, and important. Feedback is everywhere, and you can always keep looking to find places where you can improve.

In addition, finding solutions to negative feedback isn’t always by implementing the opposite of the problem. You always have to dig deeper to find the root cause and create even more great experiences.

When it comes to employee burnout, make sure you’re talking to your team throughout the entire day, not just at opening and closing. By creating great experiences for your employees, you also create great experiences for our guests. Try to make “wow” moments every day. Not only for the people visiting your park, but the people who keep it operating. Not only does this increase retention, but it benefits every part of your operation.

To conclude, the industry is in good hands. So much of our industry is centered around creating positive guest and employee experiences, and so many people who are working their way up understand the value and weight of this idea. There’s an indescribable amount of passion in these leaders, and that will go a long way in the approaches of the guest and employee experience.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Breaking into the attractions industry is no simple task, especially if you have built your professional career in a non-related industry. However, for those who change careers into the industry, they find that there are both benefits and challenges to bringing an outside perspective into an industry that historically has promoted from within. This also may require those who have always worked in the industry to reframe their mindset to embrace and welcome individuals who leave a different industry to join a new network of AttractionPros. In this “mailbag” episode, Matt and Josh discuss the value of transferable skills, methods of breaking into the industry, and the three keys to networking.

Transferable Skills

Every industry has its own unique, uncomparable skills that are required to get the job done. In the attractions industry, there is a place for every skill imaginable! Whether it’s figuring out how to rig chairs onto a robotic arm, tricking guests into thinking they teleported into a spaceship, or finding a new way to go about guest situations, there are so many ideas and skills required to further improve our industry.

Expertise leads to a foot in the door. Few people come into this industry blind, as many people have the experience as a consumer and also their previous scope of work. By capitalizing on those previous experiences, your transferable skills can bring you into the industry and break you in. After you get started, you’ll need to learn the terminology along the way and stand on the strong shoulders your previous experiences have given you.

Breaking Into the Industry

The attractions industry has a strong history of valuing new ideas. Being able to take certain ideas or technology from previous experiences and collide them with the established technology of the industry can create unparalleled attractions that pull guests from every corner of the world. By marketing your unique skill set with these new ideas, breaking into the industry can be very simplified.

Innovation only occurs when someone brings about change. By using your transferable skills and new ideas to your advantage, you can find that breaking point to put yourself in the industry. However, this must be exercised with caution, as the mark made must be made properly in an industry like this. Show patience and be friendly, and you’ll find out that the people you talk to always know somebody that can help you out, whether that be in the lens of networking or your new job.

Three Keys to Networking

To build a career in the attractions industry, networking is extremely important. Even today, if you don’t connect yourself with the people who are creating these experiences, you will struggle finding a place where you can release your talent to its fullest potential. The secret to networking involves being known, liked, and trusted..

These three keys are what people define you by, and when you fill all the criteria, people will want you on their team. When it comes to being known, you’ll need to initiate conversations. By having a unique trait or scheduling meetings, it will get those talks started. This will help you stand it in a crowded space and get you recognized. When it comes to being liked, being personal and making the conversation about who you’re talking to can make a great first and lasting impression. By creating that relationship, people will want to talk to you again, and that opens up doors for the future. As for trust, make sure you’re not just networking for personal gain. It’s crystal clear when people come up and are talking to somebody just to get use out of them. By showing your genuine self, it increases the likelihood that people will trust you and will want to talk to you again.

There is so much more to talk about when it comes to breaking into the industry and networking, and we want to hear your thoughts! Feel free to share on Twitter and LinkedIn, and tag @AttractionPros.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Transformation to reach the next level is one of the most delicate processes throughout the attractions industry. In the current state of the industry, we’re dealing with a time where people feel different than they’ve ever felt before. The only answer to help adapt to this new era is transformation to enhance the employee and guest experience. Challenges await behind the door we’re approaching, and in this episode, Matt and Josh discuss methods and ways to transform both the guest and employee experience to help combat arising issues and ensure stability in a time where it isn’t guaranteed.

Pandemic Recovery (Showing Appreciation)

Throughout the past 2 years, the world has shifted drastically. As a result, the ideologies of people have also shifted within the guest and employee worlds. For example, showing appreciation has become one of the most key elements in both of these worlds due to these changes in ideology. Not only should guests feel appreciated for visiting your location, but employees who help create these experiences should also be recognized for the work they do.

Guests could be doing anything else other than visiting an attraction, so it’s important that their presence is recognized. The same thing goes for employees, as they could be working at a different location or working from home. Showing appreciation and recognition has become practically essential after the reset the world recently went through, and people will no longer visit or work for a place that doesn’t show them the gratitude they deserve for going out of their way.

How to go about Transformation

Going about transformation is not an easy task. Guidance and critical thinking is essential to develop a meaningful transformation that will give positive results. Following a tailored criteria to help develop transformation will be a ‘North Star.’ Although the end goal may be vague, using a structured method to transform one emotion to another can lead to a transformed audience, who may not even know they’ve been transformed. In addition, using resources is a key element to transform experiences. Companies often have multiple departments, and creating joint efforts can really help attack pressure point elements of transformation.

Measuring transformation can be a difficult task. Guests and employees are very different, yet incredibly intertwined. Overall, seeing how behavior changes in a person is the greatest indicator of transformation for all types of people. If a guest begins to become a consistent visitor, that may show that the changes you made transformed that guest. If an employee begins to refer more of their friends, that may also be a big indicator that your methods of transformation have been successful. By recognizing these changes in behavior, transformation can be altered to achieve the behavior you want.

Removing barriers

One of the biggest obstacles in transforming somebody's behavior is limited vision they have to the bigger picture. Getting someone to say “I’ve never thought of it that way” is one of the key gateways into transformation. Whether it be for the guest questioning why a restrictive policy exists to an employee wondering why the call-out system exists, helping people see the bigger picture can help change their behavior and lead to a positive transformation. Everyone only sees what is in front of them, and helping them see what goes around policies or experiences can help transform that person.

The same way works when moving up the corporate ladder. As you slowly move up, you begin to see the land below you and how it intertwines with each other. Moving from an hourly position to an operations team leader transforms a person sheerly by how much more they’re seeing. By spreading that knowledge, the dots can connect and more people can understand that they’re no longer a cog in a machine but rather a unique individual contributing to the operation, far beyond the job description. Overall, by giving more pieces of the puzzle and connecting it for someone, they can be transformed and have their behavior changed.

There are many more ways that transformation can occur, and we are eager to further explore this conversation and hear your opinions on the topic.

Feel free to share your thoughts on Twitter and LinkedIn, and tag @AttractionPros. Tell us what you’re going through and tell us how you’re transforming your experience, or even tell us how you’re struggling.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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Brian Knoebel is a Co-Owner/Co-Manager of Knoebels Amusement Resort in Elysburg, PA. Brian began his career at Knoebels before he can even remember; at three years old Brian and his older brother Rick would separate ride tickets by color for the staff to count and add up how much revenue was made that day. Since then, Brian has held nearly every role one can have at the park, from mowing grass, picking paper, ride operations, games, food & beverage, ticket sales, and blowing up balloons for the dart game. Brian’s educational background is in food and hospitality management, and takes immense pride that Knoebels is family first, then a business, rather than the other way around. In this interview, Brian talks about recreating the past, family first, and prioritizing value.

Recreating the past

“What’s our niche? It’s recreating the past.”

Knoebels is the throwback, traditional quintessential amusement park of yesterday. Knoebels has no gate and offers free admission, free parking, free entertainment, and a free picnic area. While there is an option for a wristband, everything is a la carte. If grandparents are taking their grandchild to the park, they don’t have to pay to park or pay for admission for anything they do not partake in.

The property also includes farmland, and the Knoebels family used to make and sell charcoal, farm Christmas trees, and people would come in on horseback on the weekends, swim in the swimming hole, and have a picnic. Brian’s grandfather, Henry Knoebel built a picnic pavilion and began building amusement rides shortly thereafter.

Knoebels’s rich history can still be sensed by park guests today.

Family first

“We are family first. We don’t have board of directors meetings, we have family meetings.”

Brian shares stories about growing up at the park and playing kickball in front of the guest services office, and how the park was his backyard. Today, everyone has their own individual roles, but no one looks over each other’s shoulders. Even job titles are rarely used within the Knoebels family.

Within many family businesses, there often comes a time when the family has to determine if they are a family or if they are a business, due to the challenges that can arise from running a business with close relatives. The Knoebel family has never had to have this discussion. The Knoebels have always operated with the understanding that they are a family first and business second.

Prioritizing value

"The business model has always been value, and it works."

Knoebels has a business model that differs from the majority of gated amusement parks. With no gate, no admission fee, no charge for parking, and free entertainment, the park presents immense value for its guests. Brian references Sam Walton multiple times in the interview, stating that if guests perceive value then they will want to do it again and tell others.

When relocating the Phoenix to Knoebels in 1985, the park hired an accounting firm to determine the most optimal price per ride to charge guests. While the firm recommended $3 per ride, Pete Knoebel made the decision to charge $1 instead. Despite the data from the study, Pete wanted guests to ride multiple times.

During family meetings, Buddy Knoebel regularly brings value into the conversation. This commitment is maintained even during economic fluctuation and inflation, or even when their utilities and cost of goods rise.

To learn more about Knoebels, you can visit knoebels.com, and follow on Facebook, Instagram, TikTok, and Snapchat. New this year, Knoebels has an app that guests can download to improve their experience at the park.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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To connect with AttractionPros: attractionpros@gmail.com

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Pete Barto is President of PB Amusement, a firm he started to fill the gap of helping operators find just the right ride or experience for their attraction. Pete is one of the few people who can say that he has the “trifecta” of experience, having worked with an industry association, an operator, and a manufacturer. Pete is not shy about his love for the industry, which is evident in the conversation where we talk about passion recognizing passion, doing business with friends, and investing in attractions.

Passion recognizes passion

"Every bit of an amusement park gets me excited, and always has."

From an early age, Pete was called to “perform” at local amusement parks, but not in a traditional way. In a few cases, Pete took over for a games barker or tram driver and began perfecting his “sales pitch” that would later serve him well in many roles.

It is this passion that Pete displays, but also sees in other people. The passion that many people have for this industry is infectious, and Pete makes a great point about working with others who share the same outlook, passion, and drive. It’s inspiring, and who wouldn’t want to work around other inspiring people?

Doing business with friends

"It's so much more enjoyable doing business with friends."

If you look at Pete’s roles throughout his career, you notice a similar word pop up over and over - sales. Pete has had a variety of sales roles but doesn’t consider himself a salesperson. That’s because he chooses to do business with people he likes and genuinely cares about - his friends.

Because of this, Pete doesn’t “push” products or services on people that they don’t need. He takes a very “long game” approach to sales in that he feels if he builds a relationship, the sales will eventually follow. This is why Pete is not worried or upset when a sale doesn’t go through. It wasn’t right at that time, but the situation could be different in the future and the sale may happen then. Until then Pete keeps in close contact and tries to learn everything he can about their business.

Investing in attractions

"You can't always tell when a park is very clean, but you can tell when one is not."

For Pete, investing in an attraction is partially about the hardware you buy. It’s also about the effort you put into the presentation of the park, the food, the atmosphere, and the team. He doesn’t say it in so many words, but he seems to take a holistic approach when working with a park or operator to provide them with the very best service and attraction for their needs.

This means that Pete factors in everything, over and above the footprint and budget. He also looks for demographic trends such as the average age of families and whether or not there are more babies being born over a certain period of time. For example, if he sees that there will be a boom in births over the next few years, then a park’s expansion plan should include family or children’s rides.

To learn more about PB Amusement, visit PB Amusement.com. To reach Pete directly, email pbarto@pbamusement.com, or find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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To connect with AttractionPros: attractionpros@gmail.com

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Jessi O’Daniel is the General Manager of Typhoon Texas Austin, one of four parks owned and operated by the Pyek Group. Jessi’s journey in the attractions industry began with Kentucky Kingdom, where over the course of eight years, Jessi took on several leadership and management roles, and until recently was the park’s Vice President of Guest Experience. As the Pyek Group has grown and continues to expand, Jessi began her current role at Typhoon Texas in January 2022. Additionally, Jessi is the chair of IAAPA’s Young Professional Subcommittee and a member of the North America Regional Advisory Committee. In this interview, Jessi discusses what it means to put your stamp on it, the importance of soft skills, and leadership development.

Putting Your Stamp on it

“They’re like, ‘put your stamp on it, make it yours, make Typhoon Texas awesome.’”

In the attractions industry, one of the most valuable initiatives is improving the guest experience. Whether this be through a simple act of moving a food item to a different kitchen or fighting for new assets for your maintenance team to help reduce downtimes, making personal executive decisions to improve the operation can make all the difference for guests, your team, and the overall experience of your park.

When you “put your stamp” on something, it means to make those difficult personal decisions with a fresh set of eyes and the best interest of the operation in mind. By putting yourself in the shoes of the guest, you can personally customize many things about the operation on any level, from hourly employees to general manager. Support will often follow decisions that benefit the guest experience and improve the operation, so it’s important to not be afraid to change something when you look at it with a new pair of eyes.

Soft Skills

“There is a lot of benefit to building that team so that it is a unit and everyone is being mindful of everyone else.”

When it comes to building a team, it's important to make sure that everyone is harmonious in an aspect to where the operations of one team makes a positive impact on the operations of another. The grand operation should be built by bricks of teams that are all intertwined to ensure that they build each other up and don’t damage each other.

The main way to achieve this is to ensure that those teams have soft skills, an ability to communicate and work harmoniously with other teams. For example, when it comes to operations, it’s quite common that maintenance gets mad at operators, and operators get mad at maintenance. Building over these bridges and having people work together, even if it's as simple as learning names, can make all the difference in the world for operations, and therefore, the guest experience.

Leadership Development

“There are so many different lanes and so much opportunity in this industry.”

Helping develop and nurture the next generation of industry professionals is no easy task, and navigating this industry as a young professional is already quite the maze. Some young professionals don’t even know about what lies behind the doors of hourly positions, and helping develop leadership skills for future positions can really change the course of the industry.

People, especially young professionals, often want to break the curve. Unfortunately, young professionals don’t consistently have the guidance to properly do that. By tapering approaches, operations can be reformed and the industry can be reshaped. Sometimes, the first approach doesn’t work, but that doesn’t mean it was a failure. Leadership involves learning from mistakes and constantly improving oneself to be the best professional they can be to therefore light the path for others.

To learn more about Typhoon Texas, visit TyphoonTexas.com. To reach Jessi directly, email jessi.odaniel@typhoontexas.com or connect with her on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
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Summary by Mason Nichols

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The intersection of guest and employee experience is one of the most important balances in the attractions industry. Not only does the word experience apply to guests, but it also applies to the employees who create those experiences. Oftentimes, guest experience and employee experience are seen as separate functions that usually remain in their respective silos, when in fact there is much that can be gained when they are intertwined.. Fostering the company culture while simultaneously creating unparalleled experiences for guests can be challenging. However, our theory suggests that the core elements of improving both the guest and employee experience are exactly the same. In this episode, Matt and Josh challenge each other to address guest experience and employee experience initiatives, using their respective expertise to solve for the other’s.

Attracting Talent (Employee Experience)

When it comes to attracting talent from the guest experience standpoint, it is about setting an expectation that people will have when they visit. Expectations are set for visitors based on what they can anticipate when they visit, and these locations should exceed these expectations to ensure a great guest experience.

For employees, an expectation should be set on what it will be like to work at that location. Management and the workplace environment should be clearly defined for an employee to generate a positive experience. One department shouldn’t be crafting these job descriptions, but instead the employee should get a good idea and have their expectations exceeded to create a great employee experience, similar to the guidelines we use for our guests.

Personalizing the Experience (Guest Experience)

Creating a personalized experience for a team member involves many separate keys that unlock relationships that will generate a great experience. Whether it be something as simple as letting them know you were proud of their performance or using their name more often in the workplace, generating these personalized experiences makes an employee feel more welcome.

Therefore, personalized experiences for guests follow many of those same keys. Using a guest's name throughout an experience can create feelings that make the guest feel remembered, appreciated, and welcomed. By following those similar guidelines we use for employees, the guest feels like there's more interaction and relationships throughout their visit.

Holding People Accountable (Employee Experience)

In nearly every experience, there are rules and guidelines in place for operational concerns and guest safety. Being on the side of the guest is important to do, as it should not be assumed that guests don’t have the same level of proficiencies that employees have, so going about enforcing accountability in this manner is important to generate a great guest experience and further understand the guest’s situation.

For the employee experience, employees should be held accountable and take ownership of their responsibilities. However, it should be known that they don’t have the proficiencies that their leaders do. It is important to go about enforcing accountability delicately so that issues can be corrected in a non-assumptive manner and generate a great employee experience.

Using Feedback to Improve Experience (Guest Experience)

From an employee standpoint, it is much easier to notice change as they are seen more often by their leaders. By using verbal feedback and basic analysis, it is easy to approach a team member and figure out a root cause of a problem to improve the employee experience and fix issues in the field.

In the lens of guest feedback, you have to act on the feedback you get from surveys and analysis in a similar manner to how you would approach an employee. By trying to solve it at the root cause, whether it be a water pipe or rude employee, you can truly improve the guest experience in a simplistic manner by allowing the guest to be heard and hear about an impact they made.

Driving Employee Loyalty (Employee Experience)

Guest loyalty has three main components; coming back often, telling others, and they come to your defense. By showing these main components, a reputation is made for guest experience and generates a beneficial reputation for the company by showing loyal supporters.

In terms of employees, these three main components can be translated directly to retention, referrals, and defense of the business. When these main components are shown by your employees, they feel more welcome and that they are working for a more reputable company. This can help improve operations, retention, and the work environment itself.

Surprise and Delight (Guest Experience)

When you think of team members as investments, you realize that you want to keep that investment motivated and excited to perform at a high level. By surprising employees with simple acts, you can keep them motivated and make them feel valued.

Guests experiences thrive on surprise and delight. When you break them out of a routine, it goes far beyond what they expected and enables them to truly have a better experience.

There are many more issues within the realms of guest and employee experience in which this theory can be tested. We are eager to continue the conversation with your suggestions and thoughts on this topic.

This podcast wouldn't be possible without the incredible work of our amazing team:

Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Summary by Mason Nichols

To connect with AttractionPros: attractionpros@gmail.com

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John Penney is the Founder and CEO of BlackDog Advertising, a full-service advertising firm based in Miami, FL. BlackDog was founded in 1989 after John began to automate work from his previous employer that was historically done manually. Within a couple of years, BlackDog began working with tourism operators in Key West, which launched BlackDog into the attractions and tourism industry. Today, BlackDog works with tourism businesses from coast to coast and has found a niche in managing the unique challenges that go alongside working in the industry. In this interview, John discusses the importance of staying on the edge, bringing marketing to the table, and exceeding goals.

Staying on the edge

"You don't know what's trending until you find it."

BlackDog prides itself on hiring diverse talent, which enables the company to bring in fresh ideas that may benefit their clients that might be unique and innovative. To encourage creativity, BlackDog invests in employees to spend time seeking ideas that might be out of the box, and bring them back either to offer to clients or at least test.

Using an experimental fashion, BlackDog tests new ideas in-house before implementing them with clients, and when they are offered, some are eager to implement them immediately while others want to see the results from other businesses.

Bringing marketing to the table

"Marketing needs a seat at the table."

At the beginning of the pandemic, many attractions halted all marketing and advertising. However, this did not prove to be the best practice when there are still ways to continue engaging with your audience, even though the messaging and structure of advertising needed to be different. Similarly, John stresses the importance of marketing representatives being at the table with all other departments, including operations, so that operational practices can be properly broadcast. During pandemic-related restrictions that were regularly fluctuating, the importance of marketing cannot be understated.

During difficult times, whether it is a pandemic or a natural disaster such as a hurricane, John recommends that you have a communication plan around how you are managing difficult situations. When an attraction encounters a hurricane, for instance, there is critical information that needs to be communicated, such as whether the venue is open or closed, but also hurricane-related initiatives that allow their audience to better connect with the brand from an emotional standpoint.

Exceeding goals

“A lot of people know what their issues are, they just need someone to confirm that for them.”

Before even having the first meeting, BlackDog conducts the research to gain an outsider’s opinion of what their goals might be and then listen to the client for areas of opportunity that they can help resolve. BlackDog then presents its marketing plan outline which includes all of its goals combined with BlackDog’s goals for what they see will make the program successful.

While some attractions may have their own goals, many may need guidance in determining what their goals should be to achieve optimal success. Some venues may also not be leveraging their technology to the best of their ability to understand sales coming in from all of their channels.

When asked about the difference between marketing and advertising, many people either confuse the two or use the terms interchangeably. John summarizes that marketing is the science of where to put advertising. In the history of advertising, it was simply about media placement without the strategy that goes into its planning today.

To learn more about BlackDog, visit www.blackdogad.com.

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Meghan Curran is the Chief Marketing and Experience Officer at Shedd Aquarium in Chicago. Upon graduating from the University of Illinois, Meghan joined Chicago Creative Partnership as an account supervisor. After being exposed to the world of creative marketing and the concept of understanding customers to create better experiences, she took the next step and joined the Shedd Aquarium team. With all the job experiences that Shedd has provided the past 20 years for Meghan, she takes pride in her philosophy of making sure the guests are heard to provide better experiences and serve their interests to the maximum capability. In this interview, Meghan talks about the value of looking nature in the eye, the balance of education and entertainment, and how important it is to make guests feel welcome.

Looking Nature in the Eye

“Personal interactions deliver people who are willing to take more action for animals.”

Guests come to the aquarium for an experience. The experience of seeing a beautiful creature while having a team member talk about the troubles, triumphs, and experiences of that animal can generate a new type of feeling for many. Many animals can not control their fate, however, by using experiences to inspire people to make a change could change the course of various species of wildlife, whether it be in Lake Michigan or even the middle of the Pacific.

Delivering that call to action with groundbreaking interactivity and participation can make guests feel moved and inspired, the main goal of Shedd Aquarium. By analyzing the guest experience, changes can be made to provide a more memorable visit. These memorable experiences will eventually develop into a word of mouth outreach, inspiring more people to visit the aquarium and cause a massive chain reaction of inspiration and action for aquatic life around the world.

Balancing Education and Entertainment

“People won’t protect what they don’t understand or what they don’t connect to.”

Education is an important part of any themed experience. Whether it be for a call to action or understanding a different culture, walking out of an experience with a new understanding is vital to the industry. For aquariums, it is important that people understand why they need to change their ways in order to protect aquatic life. One of the main ways to accomplish that is to create a connection.

The balance of education and entertainment is essential to creating that connection and call to action that Shedd Aquarium strives to have every guest experience. Connection and understanding are the two most important variables to create that call to action. Without proper education, people will walk out of the experience happy, but without understanding why that experience was created. With too much education, guests will not retain it in a meaningful manner. Having that perfect ratio generates a meaningful and emotional experience that can change lives, human or aquatic life.

Making Guests Feel Welcome

“A lot of what we’re doing with this experience is trying to make sure that people feel in control.”

Sometimes, experiences can be overwhelming. By simplifying things, guests can feel more in control and happier with their visit. If a place is overwhelming, it takes away from the experience itself. When guests lose in the first moments of their experience because of the overwhelming nature, it can leave a sour taste and take away from the true value behind the experience. Not only this, but instead of having an attendant at an exhibit, somebody now has to explain the nearest route to the exit, taking away valuable resources to generate those experiences.

Making things simple is the perfect way to take away the need to have people to tell guests what is obvious. In addition, it makes the guest feel welcome and in control. By avoiding these unnecessary routes and strange floorplans, guests win in their first moments of the experience. By having guests in control, team members can now explain the real confusing parts of the building, the fantastic aquatic life.

To learn more about Shedd Aquarium and their commitments, visit www.sheddaquarium.org.

To reach out to Meghan directly, you can visit the About Us section of the website for more information about her as well as her contact information.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Joe Pine is an acclaimed author, speaker, management advisor, and co-founder of Strategic Horizons LLP. Joe’s career began with performance analysis with IBM, where he was introduced to the idea of Mass Customization after joining the strategy team. After this journey, he co-founded Strategic Horizons LLP, a thinking studio centered around helping clients think differently and conceive new ways to develop their economic value through the lens of the experience economy and mass customization. Throughout Joe’s notable career, he has filled many shoes and learned many skills that he shares in order to help grow the next generation of professionals. In this interview, Joe talks about the experience economy, mass customization, and transformation.

The Experience Economy

“You see experiences everywhere, and you see how much people value the experiences that they have.”

Everybody wants to live their life to the fullest, and the main way to bring that fulfillment to people is through experiences. When lots of people want something, there will inevitably be an economy centered around it. As the world has evolved, we have seen shifts in these economies. From industrial to knowledge, and knowledge to services. The new shift is turning those services into experiences.

On a dramatic increase over the past 25 to 30 years, this economy endlessly grows the expansive world of experiences. Even now, people are looking for things as simple as shopping to turn into something more. As recent world events have shown, many things can be done from the comfort of home. People now need a reason to come into the store other than buying things, as it is nearly pointless unless an experience is created for them. As the world evolves technologically, people are realizing that they need to experience something before they buy it. This all leads to the end goal of an economy creating memorable and meaningful experiences.

Mass Customization

“Mass Customization automatically turns a service into an experience.”

From an economical standpoint, tailoring ‘something’ into ‘something more specific’ can truly make a difference. This made-to-order mindset is what people heavily desire within the experience economy. Mass customization is the bridge between products and services, and most importantly, services to experiences.

Before recent innovations, the attractions community treated people like mass products, no matter what, everybody got the same thing. There was little to no tailored experience, and it left a very big spark of theming out of themed entertainment. Once bigger companies implemented new technology, people began to experience things tailored to what they want. This made-to-order mindset being implemented further expanded the industry into an entire new world of innovation, allowing companies to get more personal and customize the individual.

Transformation

“It’s about going beyond the experience to help your customers achieve their aspirations.”

Transformation is an important part of life, happiness, and the economy. People only change through the experiences they have. There are many different cases where people would naturally experience transformation, or will go about seeking it personally. When experiences are created, it is important to acknowledge and try to direct how people will be transformed.

People actively seek change. Even in experiences outside of the themed entertainment industry, people can overcome something like their fear and walk out of that experience feeling like an improved person. When people seek experiences, they also seek transformation. Providing and nourishing this delicate part of experiences is key to the experience economy. In addition, to further enhance the transformation that people are looking for, using mass customization is key. Overall, transformation is the end result of experiences, and that should be more recognized and improved to even further grow the experience economy.

To connect with Joe, connect with him on LinkedIn and follow him on Twitter. To learn more about Strategic Horizons and the Experience Economy certification, visit www.strategichorizons.com. For the frontline video training course, visit www.onstagetraining.com.

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Dr. Tonya Matthews is the President & Chief Executive Officer of the International African American Museum, which is scheduled to open in Charleston, South Carolina in late 2022. The museum “strives to foster empathy and understanding, empowering visitors with the knowledge of the past. The journey will challenge, illuminate, inspire and ultimately, will move people to action.” Dr. Matthews is a museum professional who fell in love with the classroom known as museums and is excited for the opportunity ahead of her at IAAM. In this episode, she talks about tackling uncomfortable subjects, creating a new culture, and radical empathy.

Uncomfortable subjects

"The meaningful conversation that we're fostering happens when guests leave, not when they're there."

Digging into some of the more difficult subjects of our collective history is often avoided because they are deeply personal and emotional. Dr. Matthews tells us that the IAAM purposely puts these subjects on display to inspire deeper exploration and conversation.

Dr. Matthews also acknowledges that many of the truly meaningful and transformational conversations are likely to happen after someone visits the museum, and that’s okay. It takes time for people to process new and often jarring truths that they have not had to face before. It is the mission of the museum to foster widely diverse and respectful conversations.

Creating a new culture

"Culture eats everything for breakfast."

Leading a “start-up” is never easy. Combine that process with the subject matter of the IAAM and it takes a sophisticated approach to ensure success. Dr. Matthews emphasizes that one of her biggest responsibilities is to get the culture right at the very beginning. Since the museum hasn’t opened yet, the opportunities to do great things or fall flat are equally present.

Dr. Matthews doesn’t take this lightly. She actively seeks out diverse opinions and thoughts, working very hard to foster an environment of respect and support. Having the right people onboard is part of that strategy, but so is honoring their heritage, emotions, and contributions.

Radical empathy

"We don't want to reduce a culture to a moment in history."

There’s empathy, and then there’s radical empathy. The difference is an unyielding commitment to ensure that all voices are heard. That doesn’t necessarily lead to agreement, but it does lead to a deeper level of respect and understanding. So much so that Dr. Matthews recounts a time that someone completely disagreed with her, but could at least understand where she was coming from.

To learn more about the International African American Museum, visit: https://iaamuseum.org/.

To connect directly with Dr. Matthews:

Email: ceo@iaam.org
Twitter: @DocTjedi1619

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Andrea Wiles is the President and Chief Executive Officer at DuPage Children’s Museum in Naperville, IL, in the western suburbs of Chicago. Andrea’s career began as a lawyer, and after practicing law in San Francisco, her passion for social justice guided her toward advocacy and public policy that allow families to be successful. During this time, she recognized the significance that attractions have - particularly museums and science centers - to impact the lives of children and families. In this interview, Andrea talks about cultural humility, advocating for children, connecting with your audience.

Cultural Humility

"I have always been driven by a desire to witness social justice and to be a part of that."

We all have so much to learn. Even if we thought we were doing the best we could to be sensitive to social justice, it has not been nearly close enough. By embracing cultural humility, it allows you to embrace cultures that you may not be from or identify in a way that doesn’t actually say that you are competent in them. It’s not about being culturally competent, but knowing when to ask questions. Whether guests look the same as you or if they look different, you approach them in a way that is respectful and acknowledge that you may not know where they are coming from.

Not everyone feels welcome at museums, and it takes intentionality and hard work to ensure that everyone has access to programs and opportunities. Guests must be explicitly invited into institutions and museums, and these invitations need to make people feel that the museum actually wants them to visit and that they will feel comfortable upon arrival.

Advocating for Children

"Exposing kids to different professions, opportunities, and people is so critically important in those early years."

Early on, Andrea recognized that much of the world had difficulties with self-sufficiency and justice for children and families. Becoming a lawyer allowed her to focus on things that are relevant, and pivoting into cultural institutions provided a broader base and a broader impact. In this capacity, there are substantial opportunities that allow children to truly blossom, yet there are barriers to engaging with these types of institutions.

Children have to know the opportunities that are available to them and we cannot assume that they do. It is the role of museums and cultural institutions to give them that exposure. Access and opportunity to participate are what drive the sense of belonging, combined with an intentional welcoming when they get there.

Connecting with Your Audience

"Cultural institutions are in a unique position to engage with their community and make an impact."

It can be assumed that the largest barrier that prevents access is the price point of the facility; however, even if the facility is free, it still requires a sense of welcome and belonging. In Chicago, cultural attractions are required to provide 52 free days per year; however, the demographics for guests who visit on free days are identical to guests who pay full price for admission.

At the DuPage Children’s Museum, Andrea is proud of the partnerships that the museum has formed with groups in the community to focus on serving areas of the community that are otherwise underserved. Connecting with these organizations expands the museum’s reach beyond the walls of the facility and helps to genuinely solve the most pressing needs of their neighbors.

To learn more about DuPage Children’s Museum, visit dupagechildrensmuseum.org. To connect with Andrea directly, she can be reached at awiles@dupagechildrensmuseum.org.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Ron McKenzie is an attractions industry veteran who was most recently the Park President of Six Flags Over Texas. Ron has a wealth of experience both leading attractions teams and marketing and selling the fun that we produce. In this episode, Ron shares many of the great stories from his career, discusses effective communication, and pulls back the curtain on some of his favorite marketing stunts.

Theme park stories

"I was handed a phone book, and told, go sell something."

Ron started with Fiesta Texas (before Six Flags took over) in 1993. New to group sales in a theme park, Ron admits he didn’t know what he was selling, but it was great to be in waiting rooms with others who were selling copy machines, etc., because he knew that his product was so much more fun.

Ron has so many great stories about his time in the industry, and he is happy to share them! So many people talk about creating stories that guests get to experience, but we may forget the stories that happen to us as we are creating those memories and special times for others. Those are really important stories, too.

Effective communication

"Leadership is all about effective communication, trust, and getting people to believe in what you are trying to accomplish."

Sometimes the best ideas grow out of necessity or a whim. Ron shares that during the hectic days of re-opening that he would stop by the employee cafeteria for a bite to eat and would sit outside. He had no idea that the team members would respond so positively by taking the time to talk to him, share what they loved about their jobs and where they wanted to go in life.

The time to interact with team members became Ron’s favorite time in the park. There were times that he couldn’t finish a meal because so many people were talking with him, but he felt, as a leader, that’s exactly where he was supposed to be. Communicating, listening, and sometimes even giving people a little nudge to keep moving forward.

Marketing stunts

“At that point in my career I knew a lot, but did not know how to pull off a guy jumping 26 cars in our parking lot.”

Of all of the significant marketing initiatives and experiences Ron has had, he shared that one of his greatest highlights was working with Robbie Knievel as he attempted to jump 26 Dodge Chargers in the Six Flags St. Louis parking lot to announce the opening of their new wooden coaster.

Ron shares that one of the best things about working with Robbie was that he got to learn so much more about Robbie’s dad, Evel Knievel, who was someone Ron looked up to as a kid. This also led to an unfortunate picture of Ron and Robbie that made it into the local paper!

To connect with Ron, you can find him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Winston Fisher is the CEO of AREA15, an immersive “content box” in Las Vegas, NV. Winston’s background is in real estate development and operations, as part of his family’s business, Fisher Brothers, which dates back to 1915, and owns land in Las Vegas. AREA15 was intentionally built for the experience economy and houses iconic attractions that include Meow Wolf, multiple types of VR experiences, ax throwing, creative dining options, entertainment, and events, that is tied together with large format art, projection mapping, that according to Winston, makes for a badass environment. In this interview, Winston talks about thinking outside the lines, not checking the box, and blending digital and physical spaces.

AREA15 opened in September 2020. Despite being in the heart of the pandemic, Winston said that this enabled them to have the ultimate soft opening, and they benefited from being the only good news in town, which filled the void. Winston stresses that you never stop when it’s bad… that’s when you go deeper. AREA15 was able to establish a brand name without the intense competition that would otherwise challenge the venue’s opening.

Thinking outside the lines

“I appreciate creativity, and I can appreciate how you put a business process to creativity without diluting it.”

Winston comes from a real estate background but says that he has a love of everything spectacle, zany, and creativity, yet rooted in deep business processes. In real estate and also in the attractions industry, there is too much fear of creativity. Thinking outside the lines can be so scary for some people. To demonstrate this, Winston shares that he has a tattoo of the word “perspective” on his arm that has a box that is ever-opening.

The riskiest thing you can do is whatever everybody else is doing. This commoditizes the business, which results in commoditized returns - usually a race to the bottom. By thinking about the journey that the customer is going on and the emotion that you are trying to convey, it leads to decisions in the design process, whether it is a residential space or an entertainment space.

Not checking the box

“Either do it 100% or don’t do it at all.”

Don’t do something for the sake of doing it and having it done. The act of “checking the box” is lazy and pathetic, according to Winston. Winston conveys that there are amazing theme parks and there are some that are lazy, just as there are buildings that are amazing and creative, and some that are lazy - they met a functional need but never exceeded the minimum requirements.

The mindset of not checking the box flows through Winston’s leadership philosophy. Winston shares that his team is built on culture, respect, success, and accountability. As a leader, Winston is never satisfied, meaning there is always an opportunity for a high-performing team to keep pushing the envelope on what’s possible.

To build this type of culture, it requires a team that is comfortable going 120mph instead of a steadier pace of 60mph.

Blending digital and physical

"I see a world where the digital and physical are blended together."

You need new, and you need innovation. The physical space, which is generally where the attractions industry is based, is at an interesting intersection. With the rise of digital spaces - such as the metaverse - becoming increasingly realistic, the attractions industry needs to consider how it fits in.

Is there a digital skin or avatar that can enhance your experience in the physical space, or can physical events be linked with a digital overlay? There are understandable limitations to this - for instance, Winston does not believe that a concert should exist solely in the digital realm, given that the energy of screaming fans cannot be (currently) replicated virtually.

Winston believes that the best applications of the metaverse are when they are seamlessly integrated into the physical space, and attractions have the content of the physical that can make the metaverse very interesting. For instance, wearing a VR headset on a roller coaster, while the technology is still in evolution, is still better than riding a virtual roller coaster while wearing a headset at home. And while we can’t compete with the behemoths of Meta or Microsoft, we have the content that they need.

Theme parks and attractions provide primal joy, and that cannot be replaced on a computer.

To learn more about AREA15, visit www.area15.com. To reach out to Winston directly, connect with him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Mark Stepanian is the President and CXO at CAVU Designworks, a company founded by and led by engineers. CAVU engineers stories, solutions, attractions, ROI, and creativity. CAVU is determined to bring new blood to an industry rooted in innovations, while maintaining the legacy of those innovators that came before. At the end of the day, the most important thing engineered is an experience. In this conversation, Mark walks us through the concepts of Experience Engineering, non-linear storytelling, and giving guests agency.

Experience Engineering

"My job, as the president, is to be the chief listener."

The concept of experience engineering refers to attractions and entertainment venues as much as it applies to employees. Mark refers to himself as the “chief listener” because it’s critical that he keep his finger on the pulse of what the employees are thinking and feeling so they work collaboratively and effectively.

Mark takes the concept of listening to another level when he talks about listening to CAVU’s clients and the industry as a whole. Of course, after you’ve listened, you have to do something with that information. Mark explains that after all of that data is gathered through conversation, a course has to be charted to help an employee reach their goals, build an incredible attraction or engage with the industry at large.

Non-linear Storytelling

"We build full-scale modules of some of our attractions, simply because people haven’t experienced this type of storytelling before and there is no historical data about its popularity."

Getting people to understand how a brand new type of attraction will feel or how fun it will be has been a struggle for the team at CAVU. They found that building full-scale modules of their attractions is the best way to demonstrate, rather than tell, a prospective client what to expect from their approach to experiences.

On many attractions, the story is neatly laid out in front of the audience and they are positioned to see exactly what the storyteller wants them to see. With CAVU’s approach to non-linear storytelling, they take into account the various aspects and directions that need to be considered if the story goes in a certain direction. This makes the development more complicated, but increases the opportunity for guests to want to repeat the attraction and have a different experience.

Giving Guests Agency

“A positive guest experience, right now, is the belief that everybody has to win. I think that’s going to change.”

Mark equates giving guests agency to participate and guide their own story to the maxim of, “it’s about the journey, not the destination.” This means that losing, or not always winning, could be okay, because the journey is the transformative experience, not the outcome.

Taking that a step further, Mark says he feels people are going to start being okay with losing because that means they really taxed and challenged themselves. And if they really want to win, they’ll have to ride again.

This does not mean that there aren’t critical show and story points along the way. There are. Mark explains that the balance of giving guests agency is that they have to still perform within the context of the overall story, especially if there are others experiencing a parallel story at the same time.

To learn more about CAVU, visit https://cavudw.com/. Mark can be reached directly at: mark@cavudw.com or on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Heather Barnes is the Founder and Director of Improv at Work, where she leads workshops to help organizations communicate more effectively through improv. In the attractions industry, this includes leadership, executive coaching, and guest engagement, which energizes teams to be their most authentic selves. Heather’s background includes teaching at Second City and the University of Chicago, and also held director positions at both the Museum of Science and Industry and the John G. Shedd Aquarium. In these roles, Heather helped transform how employees engage with guests to be both more participatory and inclusive. The transformations resulted in more conversation-based learning, rather than a presentation or lecture, and stronger company cultures. In this interview, Heather talks about Improv at Work, safe and inclusive spaces, and shifting culture.

Improv at Work

"Being able to laugh at work impacts employee retention and morale."

Improvising is not just about being funny, trying to be on Saturday Night Live, or doing two-person longform scenes. Rather, using the philosophies and techniques from improv, you can make your skill sets stronger and enhance your abilities to respond in the moment, and respond to different voices. It positions you to be more participatory and is highly transformative.

At the Museum of Science Industry, Heather mentioned that improv was used in the hiring process. Rather than a one-on-one interview, applicants were placed into groups to see how they interacted with other people and how they adjusted in the moment to changes or if directions were unclear. This turned job interviews into auditions, which allowed them to hire more qualified candidates in a shorter period of time, while also setting the tone of the company culture.

Safe and Inclusive Spaces

"You need to articulate that this is a safe space for everyone."

In any experience where improv is created, it must be acknowledged up front that this is a safe space. You are not requiring anyone to be the funniest or most creative person in the room, but to participate to their level of comfort. It does, however, involve getting comfortable being uncomfortable in the interest of increasing skill sets together.

When people get comfortable participating, it allows individuals to feel safer when voicing an opinion or sharing something that otherwise might not be shared. Ultimately, the goal of improv is to build confidence, teamwork, and collaboration. Many students of improv have said that it has changed their life because they can focus on the audience instead of themselves.

Shifting Culture

“Treat your teams like you want your teams to treat your guests.”

When everybody shares, the tone can shift from being a top-down approach to being more collective. For example, in a morning team meeting, playing games that are participatory and energize each employee creates a better environment than employees showing up to the meeting to simply be given information about the day.

By creating a fun environment, the culture of the team overflows into the guest experience. If employees are enjoying themselves behind the scenes, the energy will carry when they need to interact with guests, particularly if they are enforcing policies that would otherwise be delivered in a stern tone. Research also indicates that if you’re playing games with one another, you are more likely to help them out. This naturally leads to greater teamwork and a more positive work environment. The business impact can be quite transformative, and the outcome can be fantastic.

To learn more about Improv at Work, visit improvisationatwork.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Nick Taylor is the Principal Designer and Creative Director at Masterminds Studios, a design and build firm focused on creating immersive experiences with a decidedly “different lens.” While they are excited about themed entertainment, they are even more passionate about creating opportunities for others within the industry. In this episode, Nick talks about building fun, being a trailblazer, and promoting diversity.

Building Fun

“When starting a business during the pandemic, the opportunities that normally were not there, were there.”

In the early days of the company, just as the COVID-19 pandemic was starting, Masterminds Studios was able to capitalize on the slow down in business as organizations took that time to reevaluate their offerings and entertainment. Nick said this was a great opportunity for companies to restart and consider the intention behind what they were doing.

Masterminds Studios specializes in the imagination, fabrication, and realization of themed experiences, immersive environments, and live entertainment. Their goal is to excite the senses and spark the imagination.

Being a trailblazer

"Nothing beats a fail but a try." - Debra, Nick’s Mom

Nick states that he feels lucky to live in a time when starting a company is so easy, and that if you are not finding what you want through traditional channels and means, give it a shot and go your own way. If nothing else, you might find a group of like-minded people who can share the journey.

Nick also recognizes that entrepreneurship is not for everyone. His competitive advantage was having two parents that blazed their own trail and set a positive example. It takes a certain kind of personality to say, “hey we’re starting something new, we’re a bare bones crew, but give us a shot.”

Promoting Diversity

"I don’t see a downside to diversity.”

Nick wants to be clear that Masterminds Studios is an equal opportunity employer. At the same time, Nick and his team proactively seek out communities and individuals who might not normally be exposed to the types of employment opportunities his firm provides.

This means being involved in local communities and even engaging with STEM and STEAM programs as they educate and inspire future generations of creative individuals. “Promoting Diversity” actually has two meanings. 1. Advocating for those in marginalized communities and 2. Helping to advance the careers of qualified individuals with different voices and points of view.

To learn more about Masterminds Studios, you can visit https://www.masterminds.design/. They are also active on Instagram, LinkedIn and Facebook.

This podcast wouldn't be possible without the incredible work of our amazing team:

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Nate Thieme is the VP of Scenic Experiences at 3dx Scenic. What started as a scenic fabrication department for a live events company, 3dx grew when demand was generated from outside the business, notably Kings Island, where now nearly 90% of the business comes from external clients while still supporting the live events produced internally. In this interview, Nate talks about scenic design, fabricating for IP, and creating immersive environments.

Scenic Design

“We like to say it’s like old-school craftsmanship meets new world technology.”

Designing for scenery is like putting together a puzzle. The picture of the finished project comes to life when the project coordinators and managers on the front-end deconstruct the vision of the finished project. By doing so, they can determine the internal armatures and structures that go into supporting the physical product.

A lot of back and forth open communication needs to happen to ensure that these project can come together, and oftentimes the final tweaking is done once onsite. While working on a touring piece for the movie Trolls, 3dx was tasked with creating a shipping container that had many dynamic components, including a hinge that would come up, hair that rise, and other motion elements. When the hinge did not rise as originally planned, it was determined that a piece was blocking the hinge from being able to lift. The final tweaks onsite were able to identify the issue and resolve it quickly.

Additional factors, regardless of whether the object is static or dynamic, need to be taken into consideration that are dependent on the project. For instance, size of the piece, the wind loads it will need to take, and even seismic loads if being constructed in a location such as California. With all of the structural considerations, it also needs to meet aesthetic standards so it is visually stunning as well.

Fabricating for IP

"When you talk real estate, you talk location, location, location. When you talk about IP, you talk sample, sample, sample."

The process for working with intellectual property is the same as when there is no IP involved, but the project itself takes additional time. Because of how protective IP owners are of their brand, it requires additional meetings and input from all stakeholders in the project.

From the beginning of the project, the 3-dimensional file with the shapes and dimensions needs to be provided from the client. 3dx will then produce multiple samples that will then be distributed to the designer, the client, the owner of the IP for final approval, and one to be kept internally. Once the sample is completed and confirmed, at that point the project is treated like a recipe to ensure total consistency and transparency amongst all parties.

Immersive Environments

"The better that we can create this dimensional environment and the experience, the easier is is to transport you out of your day-to-day stressors and into something else.”

From a pencil sketch through the final deliverable, Nate shares the excitement of being able to bring immersive projects to life. To ensure minimal disruption to the client’s operation, which is often a theme park or shopping mall, much of the work is done overnight after the venue has closed. Then, the next day when guests walk in, it’s as if it effortlessly came to life.

By using architectural visuals, you can hide seams or partitions that are necessary when transporting pieces onsite. Nate shares that you use what you have, along with creativity, such as placing snow on a rooftop or using dental molding in a brick wall.

So much of the information and content we consume in our lives in 2-dimensional, whether on screens, television, or at movies, yet 3dx focuses on creating immersive, dimensional environments that let people escape the stressors of everything going on in our daily lives. The more immersive the environment, the more likely people are to a) enjoy the experience, and b) spend more money on food & beverage, retail, and ancillary experiences.

To learn more about 3dx, you can visit www.3dxscenic.com, or reach out to Nate at nthieme@3dxscenic.com or info@3dxscenic.com, or via phone at (513) 469-1015.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Eric Hungerford is the President of Mousetrappe, an award-winning media design and production studio that creates and develops inspired ideas into unforgettable cinematic experiences. Their work is featured in shows, spectaculars, immersive films, exhibits, attractions, and live events for the most treasured theme parks, museums, events, and IPs in the world. A movie buff at a young age, Eric knew his career would revolve around this type of media. In this episode, Eric discusses visual storytelling, measuring audience satisfaction and being a niche within a niche.

Visual storytelling

“There is something very quantum about what we do. It doesn’t really exist until it’s viewed.”

Henry David Thoreau said, “It’s not what you look at that matters, it’s what you see”. Eric and the team at Mousetrappe take this quote to heart when thinking about how to convey a story or elicit an emotion with a park visitor. Whether it’s a projection on a castle or guiding someone through a queue experience, the development process is the same.

Eric discusses getting new eyes on Mousetrappe’s productions prior to launch to ensure that the story is understandable and that the key emotions are being felt at the right time. He says it can be hard to imagine watching something for the first time after you have worked on it for weeks and months.

Measuring audience satisfaction

"If you don’t look at the negative tweets, you can’t look at the good ones, either."

Eric is, of course, ultimately concerned with what the audience is going to think because ultimately that’s who you are trying to please. A client may have a certain idea, or a piece of technology may be really cool, but its usefulness has to be vetted against how well it helps give the audience the desired experience.

When asked about specific ways to measure the success of a show, Eric points to the audience survey of those who have experienced the show or event. Eric puts little stock into the social media posts, both good and bad, from those who may just have a big following or are looking for clicks. Eric is much more comfortable watching the faces of the people watching the show and judging its impact by their visceral reaction.

Being a niche within a niche

"Everything we do is a little different every time so it keeps people engaged."

Mousetrappe is a media production company that focuses solely on location-based entertainment, which means they do not do film or television work. Everything they do is viewed in a space such as a theme park or event location.

Eric says this allows his team to focus on the best methods to deliver the content for the audience. Lead times can be up to 2 years so deciding on the technology to be used on a particular project really needs to be focused on the best way to make the tech invisible to tell the best story, not highlight what the fancy tech can do.

For more information, go to mousetrappe.com and medicixd.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik
To connect with AttractionPros: attractionpros@gmail.com

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Mark Locker is the Founder and CEO of Attractions.io, a mobile app platform for visitor attractions. Mark has been involved in the industry professionally for more than 15 years, but began as an enthusiast as a teenager. After collecting and studying theme park maps as a child, Mark later bridged his passion for the industry with his proficiency as a software engineer. Today, Attractions.io is a supplier to the attractions industry and works with brands all around the world. In this interview, Mark talks about digital engagement, the importance of a holistic strategy, and getting out of the way when it comes to the guest experience.

Digital Engagement

"100 years ago parks didn't have apps, but guests didn’t have the same expectations or values."

The year 1984 is considered a turning point in digital engagement. Those born prior to 1984 are considered digital immigrants, while those born after are digital natives. Younger generations naturally are more tech-savvy as they grew up with more technology around them, whereas digital immigrants often gravitate toward more analog methods with which they are more familiar.

A mobile app, including the data it collects, and what it enables is a fantastic tool that connects with digital natives. This includes marketing, but also guest service and operations. Digital natives expect more things to be instantaneous and sustainability-driven, and a mobile app resonates with digital natives and the things that they desire. Brands like Amazon, Netflix, and Uber have shifted expectations for personalized experiences on demand, and have set expectations for experiences everywhere. Attractions are brands that can embrace that and deliver the same level of digital experience.

Holistic Strategy

"To take advantage of an app and everything it can offer, you need to look at it holistically."

Oftentimes, a project like building a mobile app falls under the marketing department. While this may be the most fitting, Mark stresses the importance of involving multiple departments across the organization. The app is a means to an end. This includes understanding your guests’ behaviors, as well as influencing them to have a better experience and spend more money. The app stays with the guest throughout the entire journey.

By connecting ticketing, food, hotel, photography, and other departments, you can enhance the experience while at the same time learn more data about your guests that tell you about their behaviors. Rather than looking at a mobile app as a channel that marketing looks after, look at it as the lynchpin of the park’s digital strategy.

Getting out of the Way

"Our philosophy is getting out of the way and making the most of their experience."

Most theme parks want guests off of their phones and fully immersed in their surroundings, and that can lead to pushback when discussing the implementation of a mobile app. However, the way that Mark sees it, if it can help guests plan their day, locate areas of the park, and answer questions quickly, the app actually serves the goal that park operators set in place. While most apps measure their success by engagement and length of sessions, Attractions.io focuses on the opposite. The user experience should be designed so that guests can utilize the app when they need it, and once their need is met, the phone goes back in their pocket. Having the app be a quick solution for way-finding and information replaces the time that a guest would spend deciphering a paper map or asking an employee.

Mark claims that it should not detract from the guest experience, but rather elevate it. If the guest wants to order lunch to avoid lines or find their way to an attraction, the app can help do that quicker.

To learn more about Attractions.io, you can visit their website, and to get ahold of Mark, you can reach him at mark@attractions.io, or connect with him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com.

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Craig Buster is GM of Wild Island in Sparks, NV. Craig started as a go kart attendant and quickly realized that he had something unique to offer. Three decades later he is the GM who works at building a great culture and an amazing facility that both his employees and guests can be proud of. In this interview, Craig discusses ownership culture, learning from failure, and celebrating the wins.

Ownership Culture

“I love to develop people. I probably fail more than I succeed .”

Craig talks a lot about culture and how it not only starts at the top, but that it is driven by what’s in the heart. Talk to people as human beings and provide them them the tools and guidance they need to be successful.

Being part of the decision-making process is what helps build the culture of ownership according to Craig. He allows his team to give input and debate the pros and cons of the facility’s next move. They then get to see how their decisions play out as they are implemented. Craig admits sometimes the suggestions work out, sometimes they don’t, but in every instance, the team learns.

Learning from failure

“When opening a restaurant, that first night you’ve got to nail and if you don’t, you’re done.”

The ownership at Wild Island allows Craig and his team to make and own many of the decisions that drive the park forward. When asked about his favorite failures, he points to a few decisions that cost the company significant money, but also taught them some valuable lessons.

As they looked to expand, they thought that adding a high-end restaurant would be a great addition to their offerings. Ultimately that failed for many reasons, but the lesson that came out of it was to more closely appeal to your demographic, do what you know and listen to your community for what they want. The restaurant space eventually turned into black-light mini golf and is still a popular attraction to this day.

Celebrating the wins

“You’ve got to celebrate those wins…you need to stand up and clap, jump up on a table, whatever you need to do.”

Craig reveals that previously the team wasn’t very good at celebrating wins. They would have a record week, check it off, then move on to the next week. They decided to be a little less humble about their accomplishments and start applying for some industry awards and celebrating the day-to-day wins with their teams.

In 2019, Wild Island earned AAMA’s Top FEC Award and have been finalists for IAAPA’s Top FEC of the World Award. Craig acknowledges that it’s a tough industry but it can be very rewarding. “We’re creating experiences, and if that doesn’t get you excited, it might be time to find another industry.”

To learn more about Wild Island, visit: https://wildisland.com/

To contact Craig: CBuster@wildisland.com

The annual IAAPA FEC Summit is back! After a 2-year hiatus, IAAPA is bringing FEC owners and operators together in Scottsdale for 2 full days of shared experience, new learning, networking and more. Scottsdale is the perfect location for this year’s event. Attendees will experience first-hand several area attractions including the Arizona Boardwalk, OdySeaAquarium, Bam Kazam, Mavrix and Octane Raceway.

This year’s theme is “Designing the Future and Maximizing Growth.” Core topics will include retailtainment in FEC’s, leadership, pop up exhibit experiences, brand loyalty and more. The Keynote speaker, Kaihan Krippendorff, (pronounced - K-eye-ann Krip-en-dorf) – will inspire and challenge attendees to think in new ways. His presentation “Be the Disruptor, Not the Disrupted” is timely and important and FECs – and just about all businesses continue to manage through the change and disruption brought upon by COVID-19. IAAPA’s president and CEO, Hal McEvoy; Chairman of the Board Ken Whiting; and 1st Vice Chairman Jim Pattison Jr. will also be taking part, along with members of the IAAPA North America team to ensure everyone has the engaging, informative and memorable experience IAAPA events are known for.

It’s NOT too late to register and be a part of the IAAPA FEC Summit experience. We have a special code to save $200 on registration. IAAPA members can register at www.iaapa.org/fecsummit and enter code 22FECSMT14 by January 14.

OH – and if you have ANY doubts or concerns and want to mention the health and safety protocols we are taking during this in-person event – here are a few key things:

The health and safety of IAAPA’s attendees is the number-one priority during IAAPA FEC Summit and a great deal of planning and consideration has gone in to ensuring a safe AND successful event.
During the IAAPA FEC Summit, IAAPA will follow all guidelines regarding social distancing, mask-wearing, cleaning and disinfection, and other protocols set by the We-Ko-Pa resort, all host locations, the local government, and the latest CDC guidance and recommendations for meetings and large groups.
Attendees are encouraged to bring their own masks – by now we probably all have a favorite style for comfort – and IAAPA will provide masks while ensuring sanitizing stations are readily available

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com.

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There is a lot to look forward to in the new year. Accelerated adoption of technology, increasing pent-up demand from the public to visit attractions, and enhanced experiences that embrace creative talent all fuel optimism for the future. As we begin 2022, we put out a request for submissions for what to be on the lookout for to ensure a successful year. Forecasts ranged from cautious to optimistic, and how businesses in the attractions industry should approach various initiatives including business strategy, technology, staffing & employment, guest experience, and social responsibility, all while remaining optimistic that the industry’s rebound from the pandemic will continue to strengthen. In this episode, Matt and Josh discuss the takeaways from the latest e-book, Forecasts from AttractionPros, which is available for download here.

Business Strategy

From a high level, what strategy changes are you considering to keep pace with the rest of the industry and the world? The attractions industry is expected to increase its adoption of dynamic pricing, implementation of intellectual property will see a shift from movies to video games, and FEC’s should gear their marketing towards hosting events beyond their existing birthday party program. Additional parks may be sold, new parks potentially announced, and smaller attractions will take on more creative initiatives.

Technology

Emerging trends throughout the attractions industry will continue to accelerate, including automation and self-service, along with new methods of ordering and payment that streamlines processes and enhance the experience. In response to the pandemic, technology is helping operators become more contactless, through gesture-based technology and cashless payments. From an experiential standpoint, environments are becoming more immersive, through projection mapping, LED, and virtual reality.

Staffing & Employment

The staffing challenges of 2020 and 2021 will not see relief in 2022. Attractions will need to be more creative in the way that they recruit and hire, leading through the entire employee journey of how leaders engage with employees and how compensation packages are put together. There is clear demand for higher wages, especially when employees have options in other industries for higher pay and arguably better working conditions. The employment landscape is changing drastically, and what may have worked just a few years ago may no longer be as effective.

Guest Experience

Premium experiences will present themselves as viable options for operators to implement in the interest of enhancing the experience while simultaneously increasing revenue and per capita spending. Driving these decisions will be greater use of data from both passive and active guest behaviors that justify implementations of new experiences as well as operational efficiencies. Venues that do not have the same resources as the bigger players can close the gap through immersive elements that surround their core product that enhance the overall experience.

Social Responsibility

Being a better steward for the planet will be critical, as will being at the forefront of initiatives that have historically taken a backseat. Issues like climate change will challenge how attractions can reduce their carbon footprint, as well guide leaders through operational changes and opportunities for adapting to the changing world. From a DEI perspective, attractions must pave the way toward a more inclusive world that goes beyond a social media post here and there: they must walk the walk and weave diversity, equity, and inclusion into their core DNA.

Optimism

At the beginning of the pandemic, the optimists predicted a pent-up demand that would drive a surge in attendance that helps the industry rebound. They were right. That demand is expected to continue into 2022 as the industry sees more and more openings of new attractions and venues, along with increased pricing with minimal elasticity. People are anxious and excited to get out and play, and recognize the value of spending quality time with friends and family.

We’d like to thank everyone who contributed to this piece and shared their forecast for 2022. To download the e-book, click here:

www.attractionpros.com/forecast22/

If you enjoyed the e-book and this podcast episode, please share it with your network and colleagues throughout the industry.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Phil Wilson is the Executive Vice President of Extreme Engineering, a design firm Phil started with his Dad back in 1995. Since then they have created many award-winning attractions and have sustained a family business through some trying times. Their philosophy of “bringing the mountain to the people” served them well when creating their first portable climbing wall, and that attitude is still prevalent today as they design experiences that many different audiences can enjoy.

Enjoying the ride

“Don’t get caught up in getting this degree or achieving that milestone on a particular timeline.”

In college, Phil changed his major four times and still has questions about what he wants to do when he grows up. This accentuates Phil’s outlook that life is a journey and that we shouldn’t put too much pressure on ourselves to reach arbitrary or societal goals, just because others are doing that or because that’s what’s been done in the past.

In many ways, Phil states that it is the journey that actually determines the destination. While going to college, Phil was working in the business and found things he was good at and liked doing. It was that knowledge that then shaped his path to pursue the education that would allow him to further excel.

Phil clearly embraces the journey mentality while traveling as well, sharing a story of how he and a friend ended up wearing lederhosen and drinking beer on stage in the middle of Oktoberfest in Vietnam!

Family Matters

“Every day you have with your parents and your kids, in a way, is your last day. Then you have to do it again the next day and the next day.”

Family businesses are tough. Business is tough enough, anyway, and then layer in the family dynamic and it’s no wonder that many family businesses fail. Phil has helped create an open space for family business owners to share and grow via the Family Matters session that has been a staple at the IAAPA Expo for 5 years.

In Phil’s own family business journey with his father, he has had to learn how to create and respect the boundaries of knowledge and expertise, and separate the family from the business. He opened up about a particularly tough time with his Dad where they were at odds and Phil had to get away to gain some new perspectives. His work in bringing other family business owners together is his way to help make sure that doesn’t happen with other families as well.

Innovative Ride Design

“There is a huge void in our industry in terms of price and experience on what you can get for an amusement park.”

In recent years, the Extreme Engineering team has taken their “bring the mountain to the people” philosophy to the family coaster segment. Realizing the massive gap in price and experience for attractions that were available, they specifically set out to produce experiences that bridged the gap between multi-million dollar coasters and ½ million dollar or less midway attractions.

They also designed a system to allow guests of varying abilities to experience parkour with Parkour Around. This computerized system calculates the amount of assist needed to allow guests to experience the attraction safely. Phil calls it the “SuperMario Experience”!

To learn more about Extreme Engineering, visit: https://extremeengineering.com/

To contact Phil: phil@extremeengineerinng.com

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Bernie Campbell is a Regional VP of Sales for Whirley-DrinkWorks, which designs and manufacturers vessels for drinks and food items for theme parks and attractions, along with the programs that surround their sales. Whirley-DrinkWorks is made up of Whirley, DrinkWorks, Easygo, and Valid Fill, which all serve a unique purpose for food and beverage containers. Bernie has been in the attractions industry for more than 30 years, and is heavily involved with IAAPA as the chair of the Food & Beverage committee. Bernie is also an avid water polo player, and despite not having had the chance to play since the beginning of the pandemic, would normally play two to three times a week. In this interview, Bernie discusses bringing brands to life, perceived value, and creative problem solving.

Bringing Brands to Life

“It can be a lot of fun to help bring brands to life.”

It’s putting a drink in a container, but it’s more than that. Oftentimes, when working with a large client such as Disney, Whirley-DrinkWorks will start from scratch when looking at the concept, theming, and intellectual property when it’s applicable. When looking at going from concept to completion, it often involves building from the ground up, beginning with discussing the overarching concept and design, along with inputs from all necessary teams. This can include ideation with the client, gaining approval from the park, the IP owner, as well as Coke and Pepsi in some instances.

The design of the vessel is also critical not only for the brand, but for awareness from other guests in the park. When a guest buys a souvenir cub or bottle, the design acts as a walking billboard that represents the brand, which ultimately leads to higher demand for the vessel.

Perceived Value

“The souvenir beverage container is second only to the gate in revenue for a lot of theme parks.”

Souvenir containers can be very profitable. Whirley-DrinkWorks has a playbook that identifies what will be successful. When the playbook is executed successfully, it is a huge revenue driver for parks. Bernie shares that even more than the value it brings, the perception of value can be even a greater attraction for people. Guests have a high perception of value for a souvenir container that enables them to get free or low-cost refills throughout their day at the park, and then acts a souvenir when they get home. The playbook also helps operators increase their penetration rate, which is the number of bottles sold divided by the total attendance.

Bernie also shares that the frontline food & beverage staff are a big influence on the success of the program. The souvenir bottle is an easy suggestive sell due to its high perceived value, so it is one of the easier things to train a staff member to upsell due to a high win rate when offered.

It is also important to plant the seeds for the souvenir bottle throughout the park to make it easier for the staff to suggestively sell the bottle. This includes signage at multiple points throughout the park and visual imagery at concession locations, rather than text on a menu board that says “Souvenir bottle.” People need to regularly see the bottle throughout their visit and associate it with the perceived value that it brings, which will result in higher sales.

Creative Problem Solving

“When the programs became so successful, it actually became a problem. We were clogging food lines up because people wanted to refill their beverages, and that was slowing transactions down.”

Over the years, challenges surrounding the souvenir bottle program have led to innovative and unique solutions. For instance, guests who purchase a souvenir cup or bottle in a theme park are not permitted to take them on the majority of rides, specifically rides with stricter loose article policies, requiring the guest to place the bottle in a locker or leave it with a non-rider. As the programs evolved and this challenge was identified, parks began implementing cubbies or holders on ride platforms that were specifically designed for souvenir bottles - many of them even mimicking the layout of the ride vehicle so guests can place the bottle in cupholder that is equivalent to their seat as to not confuse it with another guest’s.

Additionally, when it became clear that the #2 reason people wouldn’t buy a cup due to difficulty carrying around (#1 being price, which is expected), it was determined to add a strap or lanyard to the bottle that made it easier to carry. This $0.07 item led to a 30-40% increased in sales in most parks.

Easygo, which is the RFID division of Whirley-DrinkWorks, is integral to self-service refills. In the food & beverage world, increasing the number of transactions is important. If it takes 20-30 seconds to transact and fill a vessel, and you can move the guests who are refilling their cup out of line, the concession can now fulfill that many more transactions. It saves time and drives revenue even further. When this was first installed on cruise ships, the benefits were noticed immediately. Guests on a cruise ship with a souvenir bottle would previously need to have their bottle refilled at a bar, which takes time away from bartenders serving alcohol and also impacted their tips.

Due to COVID-19, many food & beverage operators have been trying to move away from fountain machines that require pushing a lever or a button in the interest of going contactless. Valid Fill, which is Whirley-DrinkWork’s technology division, the team came up with a touchless valve, which plugs in to where the faucet is and you just need to break a line instead of touch the machine to fill up the cup. There are also new developments in the pipeline, such as dishwashers that can clean vessels in more expedited manner, digital printing that allows the company to create smaller quantities and widen the number of businesses that they can serve.

When attending Broadway plays, one of the biggest frustrations that Bernie had was that guests could not bring a drink from the bar to their seat, which required them to drink it quickly before entering the theater. When Bernie researched this, he learned that it was due to concern of spills in the theater. By putting a lid on the cup, it would solve the problem, but it was not an idea that was adapter overnight. Over the course of about 10 years, one theater decided to give the “adult sippy cup” a try. As a result, they generated 8-10x revenue compared to prior the implemtnation. The additional cost for the lid became insignificant compared to the revenue that was returned. What ultimately started as Bernie looking to solve a problem for himself ended up being a million dollar idea.

When asked about unique or unusual vessels, Bernie shared the story of a martini glass used for Radio City Music Hall that had a stem resembling Rockette legs, which turned into the “Rockettini.”

Bernie can be reached at whirleydrinkworks.com, along with all information regarding all products and divisions within the company.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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The topics for this episode were crowd-sourced from AttractionPros listeners. The request was put out on social media to share topics or questions that Matt and Josh would discuss. We got a number of great suggestions that inspired a conversation that went in many different directions. In this episode, Matt and Josh talk about executives with experience outside the industry, expecting change & being onboard, and breaking glass ceilings.

Experience outside the industry

"Being able to see the influence of other industries adds a whole new dynamic."

Many people, including Matt and Josh, consider it a badge of honor to have “grown-up” in the attractions industry. Stories of current executives starting out as sweepers, ride attendants or photographers on the frontlines are very common, however with a new batch of executive leadership changes at companies like Disney, Six Flags and Universal, we’re seeing more of a willingness to look outside the potential “echo chamber” to embrace new directions for the industry to grow.

And it’s necessary. The attractions industry isn’t delivering the exact same product it was even 10 years ago, nor should it. As consumers’ needs and desires change, so too should the way we interface with them. Mobile ordering, dynamic pricing, enhanced food and beverage, and increased VIP experiences are all examples of us allowing ourselves to be influenced by other industries. This new crop of leaders will no doubt be willing to try things the industry has never seen before.

Expecting change and being on board

"As you approach this from the middle of an organization, you know change is going to be inevitable."

With all the leadership changes being announced, the question of “how do leaders within the company handle that?” It’s a great question. First, we must recognize and be ready for the fact that change WILL happen. Whenever there is that much of a shake-up at the very top of an organization, there will be philosophy and strategic changes that will likely alter the way business is conducted. It’s natural to resist this because it's different and unknown, but we must resist the urge to resist! Sometimes from the middle of an organization we don’t have access to all of the information that executives are using to make decisions, but we owe it to them, our peers, our teams and our guests to get on board and make the best of the changes you are being asked to make. If you end up sabotaging their efforts through your stubbornness, you can’t blame the executive when their initiative fails.

This doesn’t mean you should blindly accept new policies and changes. You have a responsibility to ask questions, to clarify, and to understand the changes so you can carry them out correctly AND communicate them to your team.

Breaking glass ceilings

“It’s not yet normalized for [a woman] to be in that role.”

Josh and Matt discuss the need or validity of including gender or race classifications in article headlines. A LinkedIn post questions whether or not it should have been noted that Disney appointed the first woman chairperson, or should the story be about hiring the right person for the job?

There are a few angles to consider. From a human standpoint, both Matt and Josh agree that no, that classification probably doesn’t need to be in the headline. However, if the article writer is looking for clicks or opens, they are likely going to create the most provocative title they can think of. Until it’s normal for non-white males to be in the executive positions we’re talking about, journalists will likely continue to point out those characteristics to get people to read or react to their articles.

Yet another viewpoint to consider is that if individuals don’t see themselves in the roles they aspire to, it’s harder for them to picture themselves doing that and therefore more difficult to find the path forward potentially. So if an article says that Disney has appointed a woman or that the first openly gay football has been drafted into the NFL, it gives hope and a role model to others.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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The IAAPA Expo has officially returned in person! From November 15th-19th, 2021, the global attractions industry convened once again in Orlando for the annual trade show and conference, after a hiatus in 2020 that was replaced with a virtual education conference. During the show, Matt and Josh were both heavily involved in the conference’s education sessions, speaking, moderating, or participating in a variety of topics. In this episode, Matt and Josh talk about the lost art of listening, reflection & reinvention, the future of the industry, and other takeaways from the sessions they led or spoke in during the expo.

The Lost Art of Listening

“The emotional impact of being listened to is so close to that of being loved that most people can't tell the difference.”

At the beginning of the pandemic, Matt published the link to his calendar and extended an offer for anyone in the industry to schedule a call with him, with our without an agenda. In these calls and combined with his research, Matt shares that when you listen to someone without making assumptions, you can show someone how much you truly care. Putting it into the context of leadership, if you are trying to look at how you are engaging with your employees, then it is not about the giveaways, incentives, or pizza parties, but about making a personal connection. There are so many things that can distract us or pull us away from a conversation, but by actively eliminating these distractions you can show the individual who is speaking that you are actively listening.

Building a Personal Brand

“Your personal brand is more than a business card and a resume.”

If you are looking to get promoted, get a new job, or win new business, you should be in the business of yourself, regardless of your job title or employer. If you can find a category and own it, it can set you apart from other people. When listing out your unique qualifications, many people might indicate that they are confident, trustworthy, compassionate, or self-motivated; however, these skillsets do not differentiate you from anybody else. If you go all-in on a niche, then people have a specific need, they will think of you and the skills that you bring to the table related to solving that specific problem. Your brand is about your reputation and your actions, and what you want to be known for. Rather than putting it on a business card or a resume, you need to live it and be consistent, and recognize that this is playing the long game, and you don’t decide when you get there. Don’t be impatient, but be persistent.

It never hurts to ask for things

“As you grow in your business, you get more willing to ask for the things that you think you may not get.”

While planning the Leadership Symposium taking place at Universal Orlando, Matt gently made the request for the group to be able to ride Velocicoaster in addition to the panel discussion focused on networking and learning about leadership. Had he not asked, it never would have happened. The takeaway from Matt’s request was the importance of speaking up and reaching out with a request or a favor.

Don’t Wait for a Pandemic

"Reflection and reinvention is cyclical.”

In the Leadership Symposium, Matt King from Meow Wolf shared that the process of “reflection and reinvention is cyclical.” We don’t have to have a pandemic to reflect on what we’ve done to reflect or reinvent ourselves. Rather than becoming complacent with where you are, you should have a continual process when you review your past successes and failures and make changes and adjustments as necessary. Even though we are all tired of the term “the new normal,” there is no going back to the “old normal” from prior to the pandemic. Many new processes, procedures, and changes to operating models were forced due to the pandemic, which resulted in both reflection and reinvention. How are you ensuring both R&R even without a pandemic?

Using Technology to Enhance the Guest Experience

"Your guest experience technology should focus on serving your guests, not just be a fancy tech."

In a conversation about technology, the main focus of the discussion highlighted the guest, rather than the technology. Fancy technology is just fancy tech unless you are using it to better serve your guests. For instance, when looking at advance purchases for buying tickets to an attraction, there is a large push for guests to buy their tickets online which will save time and labor resources onsite. At SkyWheel, however, which has locations in Myrtle Beach and Panama City Beach, the majority of guests are drawn in by the wheel’s “curb appeal” and therefore they focus more on impulse buys. However, instead of ignoring online ticket sales, SkyWheel encourages guests to buy online, even while they’re onsite, by positioning QR in their admissions area for guests to quickly load the website and go straight to the ticket purchase page. The guest can make the purchase with their own device and then proceed directly to the wheel.

Diversity, Equity, and Inclusion

"Be authentic, and if you don't know, don't be afraid to ask."

If someone has a different view of the world from you, they need to know that they can come to work and be themselves, and not feel that they are being marginalized. One of the conversations that came up during a panel discussion during a lunch and learn for FEC’s involved a story where an individual reached out to their local African American Alliance chapter and inquired as to the best ways to interact with them. The response that the venue operator received was “We’re tired of telling you. Be a nice human being, be kind, and treat me like you would like to be treated yourself.” Instead, be authentic, which will make the questions more relatable and more specific than a general inquiry of how to interact with someone or a group of people.

The Young Professional View

"The young professionals are the future of the industry, and the future is looking good."

In a panel discussion on “Success Stories and Insights for Joining the Industry During Unusual Times,” AttractionPros interns Sam Bercik, Fabiana Fonseca, and Paige Reiter shared the timeline of their experience at the beginning of the pandemic, which led to how they continued their involvement with the industry as well as how they kept up to date with the latest job postings and opportunities. It was inspiring how each of the panelists has stayed motivated since March 2020, which genuinely spoke to the audience full of young professionals. In another session geared toward young professionals, Jesse O’Daniel, chair of IAAPA’s Young Professional committee, stressed that the audience in the room is in fact the future of the industry. Not only was her statement inspirational, but also literal in the sense that recent college graduates and those early in their careers will be shaping the industry in the not-too-distant future.

Reflecting on the Galaxy’s Edge cast

"The people delivering the experience are the ones who make it remarkable."

In 2021, the IAAPA Celebrates event took place at Galaxy’s Edge at Disney’s Hollywood Studios. For those who attended or have visited since the land opened in 2020, there is general consensus that Rise of the Resistance and Smuggler’s Run are two of the greatest themed attractions ever created. In addition to being flawlessly immersive and inclusive of the most advanced technology, Matt and Josh reflect mostly on the cast members who delivered the experience. The cast at these attractions do not just perform operational duties with Disney caliber service, they perform the role that meets where guests are in the phase of the attraction. The First Order cast carefully balances the line between being the militant “bad guys” but without coming across as rude or offensive, even though the traditional Disney magic takes a different form. On Smuggler’s Run, a cast member put her glasses on crooked as guests were departing to reflect the intensity of the Millennium Falcon’s turbulent landing (no spoilers!). The takeaway feeds perfectly into a quote from Walt himself when he said, “You can design and create the most wonderful place in the world, but it takes people to make the dream a reality.”

We’d like to extend a special thanks to the entire IAAPA team for a phenomenal expo this year, and we are already looking forward to 2022. Additionally, thank you to those who approached us during the show to let us know that you’re tuning in and are fans of the show. This feedback is what keeps us going. We are all AttractionPros!

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Chris Hightower is a Senior Engineer in Technical Services with Universal Parks and Resorts. His career started at Universal in high school as a production cook, and after he got his degree in Electronics Engineering Technology (from FAMU), he found that Universal offered excellent career opportunities as well. In this wide-ranging conversation, Chris talks about his career path, giving back to the community and what it takes to be a theme park engineer.

Setting goals

"If you keep telling people your goals, they are going to want to help you get them."

Setting goals came up as a common thread when discussing networking, career advice and business practices in general. Chris emphasized that setting and achieving goals, large and small, helped him get to where he is and can be the difference between pursuing a career or continuing the cycle of letting your circumstances determine your future.

Chris is a fan of the SMART goal setting model, where your goals have to be Specific, Measurable, Achievable, Relevant and Timed. Adding these parameters ensure you will take the little steps necessary to achieve larger goals.

Career in engineering

"We put you at the end of that robot and swing you around so you can have as much fun as possible."

Even starting as a production cook in high school, Chris always loved to tinker. He wanted to know how things worked and in some cases, how to break them. If he could break them, then he could figure out how to fix them, or even determine how to redesign them so they wouldn’t break in the first place. This is a critical skill given that the rides he works on have to operate safely for long periods of time.

Chris also feels that it is his desire to continue learning that continues to propel him forward. Whether it’s engaging in “tinker time”, experiencing attractions at other parks, or working to enhance current practices, Chris sees every experience as a way to grow and enhance his skills.

Promoting diversity

“Most people don’t believe in themselves or don’t believe [something better] is possible.”

As a Black engineer, Chris recognizes that he is someone that a young person would look up to as an example. He emphasizes that if a young person doesn’t see someone who looks “like them”, it’s for them to imagine themselves in that role. That’s one of the reasons Chris is so passionate about the community outreach that he does, going into local schools to talk to young people about career paths that they may not have thought of. He is also proud of the work he’s done to encourage students to pursue STEM curriculum to help educate and inspire future generations of engineers.

For more about Chris, connect with him on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Martin Lewison, PhD. is an Associate Professor of Business Management at Farmingdale State College on Long Island, NY. Among the variety of courses Martin teaches, one of them is Theme Parks and Tourism, and much of his time is focused on research in the theme park industry. As part of his research, Martin visits parks, rides roller coasters, and looks at the guest experience and operations to further understand what is working the best. Martin brings back his findings, whether through onsite or offsite research and incorporates them into his academic focus, which includes tourism management, mergers and acquisitions, and the economics of pricing. In this interview, we talk about dynamic pricing, theme park history, and connecting the missing link across history which has led to the technologies and experiences that we have today.

Dynamic pricing

"If I can charge the price that everyone's willing to pay, that'll maximize revenue."

Many of the elements of pricing that hotels, airlines, and rental cars deal with apply similarly to the theme park industry. Many years ago, theme parks would paint their admission price on a piece of wood, hammer it into the wall, and that was the price. This static pricing leaves money in the table, as there is a subset of people who will not pay that price, and there are also people who would pay more for that price. Flash forward to today, many parks use television screens in all revenue areas, whether it is admissions or even food and beverage, allowing more flexibility in controlling the price.

Slagharen, a theme park in the Netherlands, was one of the pioneers in the theme park industry when it comes to dynamic pricing. If you charge one price, then that’s the price that the customer sees. If they’re willing to pay that price or more, then they’ll pay that price. In an ideal world, you would be able to scan every guest and determine the maximum price that they are willing to pay. Since we can’t see this, airlines and hotels utilize “rate fencing” to maintain revenue by segmenting their customers - in this case, business and leisure travelers. These segments have different needs which will determine the elasticity of the demand, thus the pricing can be shifted based on the demographic that’s being served.

While the airline and hotel model doesn’t apply directly to the theme park industry, what theme parks have begun to do is signal guests for what is a premium experience. Guests who are willing to pay the higher price are given the signal and those who have less elasticity are more likely to buy.

However, you cannot have a conversation about dynamic pricing without talking about the ethics of doing so, and how parks have managed the backlash and criticism. For instance, the discontinuation of Disney’s complimentary FastPass system marked one of the last free programs that guests have to bypass the queue. Martin’s responds by indicating that buying the premium product does in fact entitle the guest to the premium experience, relative to the other guests in the park (even though it may not be premium compared to visiting on another day when demand is less).

In many instances, it comes down to parents making the determination to take their children out of school during offpeak times. Since much of the world follows a similar school schedule, peak and offpeak pricing encourages people to come during offpeak times, which requires parents to make the decision of whether their kids can miss class, or if they will pay the peak price.

As a management professor, Martin says that he teaches his class that they shouldn’t leave money on the table, but as an ethicist, he says that you cannot alienate your biggest fans.

Theme park history

"One of the reasons people love theme parks so much is because of nostalgia."

When Martin worked on Wall Street, he claims that the stress of working in finance was such a burden that on Friday afternoons, he and his wife would jump on a plane to just about anywhere where they could visit a theme park and ride roller coasters. To date, Martin has visited more than 800 theme or amusement parks and has ridden more than 2,100 roller coasters.

One of the biggest reasons that the theme park industry has survived, thrived, and evolved, is because the desire to go out and have fun with your family is universal. While much of the United States is considered to be a mature market for the theme park industry, Martin points out that there are currently major regions that don’t have a theme park, and that there are several parks that thrive despite their lack of connection to a large population center.

Martin shares a brief overview of parks that he has visited throughout the world, from obscure attractions in South America, to how meticulously immaculate Tokyo Disneyland is, and how beloved Efteling is in the Netherlands. Martin suggests that Americans should focus on traveling more, and specifically for enthusiasts, to see more of the theme park industry aside from the usual parks that they visit.

Connecting the missing link

“Everything we know about history, we know because somebody went through papers, dug up things, and documented what happened.”

As part of his research, Martin has traced the early roots of entertainment, largely through the World’s Fair, long before the technology that we have today was available. From the early nickelodeon attractions which involved watching movies through turning a crank, and glass that was painted and lit up by a candle, Martin makes the comparison between experiences like this and attractions that we enjoy now, such as the flying theater in Pigeon Forge. Martin highlights “The New York Experience,” which was a standalone attraction in Manhattan, that was tech-savvy for its time, and later influenced what we observe today as being high-tech.

For more about Martin, you can connect with him through Farmingdale State College, follow him on Twitter, connect with him on LinkedIn, or follow his Flickr account, where he chronicles his adventures.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Jake Kilcup is the COO of Rocky Mountain Construction. RMC is a fabricator and manufacturer of amusement rides and roller coasters. The company, based in Hayden, Idaho, USA, has become synonymous with the transformation of old wooden roller coasters into new hybrid attractions. In this episode, Jake tells about how he got started with RMC and what it’s been like growing the company over the last 12 years.

Reprofiling coasters

"We’re trying to capture as much of that adrenaline rush as we can while still eliminating the risk."

Jake is very open about the high profile reprofiling projects RMC has been involved with such as New Texas Giant and Steel Vengeance. Working with great designers, they work diligently to recreate a feeling on a coaster layout that you may get when careening down a mountain or driving a dune buggy on a sand dune. Unlike fans who wait with anticipation before a ride opens, the RMC crew is knee-deep in all of the design and build details right up to opening day. Jake says that sometimes an opening day will sneak up on them, when a fan can tell you how many days and hours it will be before the scheduled opening to the public.

Leaning on the process

"Oh yeah, that’s the story we sold."

When asked about the process of designing a roller coaster, Jake took us through the process from meeting with the client, to the pitch, to design, testing and opening. It’s a long process, and Jake feels, based on RMC’s track record, that leaning on, or trusting the process, is the key to smooth operations. There will always be changes and roadblocks throughout the journey of building a large “gravity machine” and if you understand where you want to go and how you are going to get there, you can trust the established process.

Once the ride is built, the process of seeing if what you sold to the client is actually what you built. Jake reiterates that with great design and build teams, more often than not the story you sold will be the story you deliver.

Designing for the demographic

“We make it rideable for the demographic. It’s smooth, it’s safe, it’s fun.”

Depending on the client needs or wants, RMC can design a coaster to fit the demographic the park is trying to appeal to. Some coasters will hold appeal for emerging coaster enthusiasts as well as more seasoned riders. In the case of a Steel Vengeance, for example, the intensity, height and speed will not be attractive to all riders, and that’s okay. The excitement of building coasters is that you can have such a wide variety of experiences and they can all be great.

To learn more about Rocky Mountain Construction: Rocky Mountain Construction

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Doug Stagner is the President of Grant’s Farm and Busch Family Estate in St. Louis, MO. With a career that began at SeaWorld San Diego in 1984, Doug held many roles with SeaWorld Parks & Entertainment at multiple parks across the United States. In July 2021, Doug was hired at Grant’s Farm as Anheuser-Busch transitioned out of day-to-day operations. In this interview, Doug talks about how Grant’s Farm is like a 67-year old startup, the importance of linking operations and marketing, and how management by walking around can help you gain full clarity of the guest experience, as well as the employee experience.

Running a 67-year old startup

"We're a 67-year old startup."

While Anheuser-Busch does not own Grant’s Farm, they have held the management contract since 1954. Despite the transition out of operations, A-B is continuing to invest in the property to ensure its growth, as well as to preserve its legacy. This presents a unique opportunity to create new ways that guests can learn about the property's history, as well as farm education, which serves the organization’s mission.

Doug also talks about the importance of bringing guests behind the scenes, specifically as it relates to the passionate care of animals, in order to properly tell the story of animals in professional care, which transfers to sustainable farming and education for guests at Grant’s Farm. By focusing on processes and ensuring that guests are being served the best, this leads to operational changes that are intended to improve the business.

Linking operations and marketing

"If you get locked into thinking you know the answer, that can be dangerous."

When Doug oversaw the front gate at SeaWorld San Diego, he recalled that operations would occasionally be disconnected from the marketing department. Doug shares the importance of the continual feedback loop between marketing and operations, and that he would have weekly meetings with Scott Rose, who oversaw advertising at the time. To avoid a circumstance where you overpromise and underdeliver, marketing and operations should regularly be communicating. However, if you underpromise too much, you may have the ability to overdeliver, but it may negatively impact the business, because under promising can set too low of an expectation.

Doug says that silos must be broken down, and that there are shared successes and shared failures. The disconnect between the two departments is often due to individuals looking to achieve their own professional goals, without realizing that it is to the detriment of other elements of the business. In order to help tear down these silos and so that everyone can be successful at their job, everyone, regardless of their role, should integrate themselves in the guest experience. This means that back of house employees should regularly see front of house operations and how their own job impacts the guest experience.

Management by walking around

“How do we make a job better or a job easier? Ask the person who’s doing it.”

Part of Doug’s leadership strategy includes rolling up his sleeves and leading by example. A leader should never ask someone to do something that they themselves have not done or would not do themselves. It’s important to recognize that it’s not just about being out in the field while it’s busy, but also while it’s slow to be able to have conversations with employees and guests alike to hear their suggestions and ideas. Previously, Doug has hosted “Donuts with Doug” and also recently created an email box named “Ask Doug” to demonstrate open communication platforms amongst the entire team.

You don’t know what you don’t know, and you may be missing an opportunity if you aren’t speaking with the team members who are doing the job on a daily basis. Something that perhaps you assumed was occurring in the operation might be different when you uncover the reality of the circumstance. Don’t shy away from opportunities to learn, even if it might be information that you don’t want to hear.

To learn more about Grant’s Farm, visit www.grantsfarm.com. Doug can be reached at doug.stagner@grantsfarm.com, as well as on LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Scott Rose is the Senior VP/Chief Operating Officer ZooTampa at Lowry Park. Scott’s career spans many decades working at animal attractions such as SeaWorld, Discovery Cove, the Florida Aquarium and now ZooTampa. Scott has also been very involved with the Florida Attractions Association where he advocates for all attractions across the state. During this conversation, Scott shares insights about working with animals, aligning the Marketing and Operations departments and the importance of guest research.

Aligning Marketing and Operations

"Sometimes I find I am arguing with myself."

Marketing and Operations teams often have different agendas and tactics to complete their tasks. As COO, Scott now oversees both departments and has to not only balance the relationships, but also the objectives and deliverables - which he says is actually fun.

As a long-time sales and marketing professional, Scott recognizes that what those teams do have a big impact on the operation. Marketing wants to sell as much as they can, but then Operations has to deliver on it. Scott believes that to bring the teams together in a positive way takes communication and an understanding of what the other group is doing, as well as having an appreciation for what both departments contribute to the success of the zoo.

Guest Research

“We’ve expanded the program to get input from people who normally don’t comment on the guest experience.”

The quote above is referring to the “Host of the Day” program at ZooTampa. Every Saturday, a member of the ZooTampa team will come to the park, dressed as a guest, and they will bring their family. This form of guest research allows the experience to be evaluated from a different viewpoint from traditional research efforts, and the results provide leadership with a robust data set upon which to make key decisions.

This program was originally designed just for senior leaders, but recently they have started to include members of the team who aren’t normally guest-facing or involved with the guest experience. This has proven to be invaluable in getting very candid feedback from people who are passionate about the zoo, but who also don’t necessarily know what SHOULD be happening, so they can experience the zoo with an open mind.

Communicating through COVID

“In the attractions industry, we all went through this together and there was no playbook.”

Scott says that early on in the pandemic, the ZooTampa leadership team decided that they were going to come out of the pandemic stronger than ever, which meant working to bring back the 80% of their staff that they had to furlough when they shut down. While some employees chose other lines of work or were not comfortable coming back, every employee that was furloughed was offered re-employment and the majority of them did come back.

According to Scott, one of the other key strategies during the pandemic was to continue to market the park, adjusting the communication for the new conditions. While other parks stopped or slowed down their advertising, ZooTampa did not take their foot off of the accelerator. Through social media and other channels, Scott said they used the shut-down period to tell their guests how they were taking care of the ZooTampa family and how they would be ready to welcome them back when it was safe to do so.

To learn more about ZooTampa: zootampa.org

To connect with Scott directly: scott.rose@zootampa.org

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Melissa Vogt is the General Manager and Director of Marketing & Public Relations for Broadway Palm Dinner Theatre, which opened in 1993 in Fort Myers, which is the heart of Southwest Florida. Melissa joined the Broadway Palm team in 1998 in an entry-level position, and has held many roles in marketing, sales, and nearly every front of house aspect of the business until taking on the role of General Manager in 2021. In this interview, Melissa talks about the importance of being involved in the local community as well as industry associations, how the dinner theater has evolved over time, including prior to the pandemic and how it will continue to evolve into the future.

Community Involvement

"Form relationships. That's the best advice I can give."

As a resident of Southwest Florida since she was six months old, Melissa is ingrained in the community. Melissa talks about the importance of partnering with hotels and other attractions, including a combo ticket with the Edison Ford Winter Estates that discounted both venues. She also shares the benefits of the local convention and visitors bureau and attending various networking events so that Broadway Palm stays top of mind everywhere she goes. This leads to great partnerships, as well as increases in ticket sales, along with events held at the theater. Melissa stresses that the Southwest Florida region is a relationship area, not a sales area, and the power of networking and forming relationships far exceeds the power of sales.

Broadway Palm has also been involved with the Florida Attractions Association for decades, and Melissa was inducted to the association’s board of directors in August 2021. Her board position includes advocating for the industry and for the association, and ensuring that members are engaged and involved with all of the benefits that FAA has to offer.

Evolution of the Dinner Theater

“This is not your parents’ dinner theater anymore.”

The dinner theater is a dying industry, which has required Broadway Palm to reinvent itself numerous times in order to stay relevant. Certain trends have dictated changes to the structure and layout of the theater, such as guests no longer wanting to be bussed to the theater and herded through the buffet line and then sitting with strangers. The programming has also changed, including hosting concerts, bringing in shows that attract their audience, while also aligning the experience with the family demographic. Melissa says that they cannot be looked at as “chew and view,” which is how dinner theaters are often viewed as.

As General Manager and Director of Marketing & Public Relations, Melissa bases her decisions not only on what impacts her staff, but also the guest. Melissa is focused on communicating to guests how the theater has changed in an ever-changing landscape of the business. This requires a strong focus on both roles, marketing and management, to ensure full alignment. In response to the pandemic, Broadway Palm reduced capacity which allowed them to space out tables, which has been positively received due to an increased comfort level for guests. Due to the favorability, the structure will remain at least through 2022.

Going into the future, Melissa predicts that there will be continual evolution of shows, seating, menu items, and the ways that they serve people, based on continually changing consumer trends.

Embracing all Attractions

"Embrace all attractions, whether it’s a museum, whether it’s a go kart track, or it’s theater. We're all attractions, we’re all in this together.”

When people challenge whether Broadway Palm is an attraction, Melissa stresses that she serves the local market along with those who are visiting the Fort Myers area for various reasons. While people may not visit Fort Myers specifically for Broadway Palm, Melissa states that they fit into the tourism market by being something in addition that visitors can do while they’re in town, rather than creating marketing campaigns in regions outside of Florida to attract people directly to Fort Myers.

Oftentimes, art, culture, and attractions are overlooked by local governance, without recognition of their contributions to the community in terms of revenue, tax dollars, and the enhanced value that they bring. Melissa says that the voice of the attractions family in Southwest Florida is to advocate for the industry to share the importance of all that they do. Additionally, by collaborating with other attractions and through the Florida Attractions Association, Melissa talks about the value of visiting other FAA attraction members who all share the same goals of fostering the continued growth of the Florida tourism industry.

Melissa also says that despite her new role as General Manager, she knows the small details that it takes to get things done, and isn’t afraid to jump in whenever it’s needed. She also speaks strongly against micromanaging employees when they can be trusted to do their job well, and the importance of not letting ego get in the way of leadership.

To learn more about Broadway Palm, visit www.broadwaypalm.com. To get ahold of Melissa directly, contact her at melissa@broadwaypalm.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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AttractionPros Podcast - Episode 215: Jared Reid talks about Florida wildlife, listening to your guests and 10xing your attendance.

Jared Reid is the General Manager of Wild Florida, Orlando’s only airboat, gator and drive-thru safari park. Wild Florida has traditionally counted on international travelers for the bulk of their attendance, but with COVID-19 that demographic was unable to travel, causing Jared and the Wild Florida team to re-evaluate their marketing plans. As you will hear in this conversation, their changes led to attendance growth that they never could have predicted.

Florida Wildlife

“This is so peaceful, this is so calming. This is Florida.”

Jared recognizes that many visitors to central Florida are drawn in because of Disney, Universal, etc, but for guests who want to see the Florida that is beyond the theme parks, Wild Florida offers guests the chance to reconnect with nature. Jared also enjoys the chance to educate people not only on the wildlife they can experience at the park, but also the fact that Florida has so many opportunities to slow down and enjoy a day with plenty of fresh air and no lines. This became a tremendous advantage when during the pandemic, people were tired of being cooped up in their homes and just wanted to get out.

Listening to your guests

“One thing that surprised us was that we thought we had plenty of animals, but our guests told us they wanted more.”

When asked about specific feedback that surprised him, Jared mentioned that the Wild Florida team felt they had plenty of animals, but guests were telling them that they wanted more. The guests were also saying that they loved the fact that the animals didn’t look too close together or packed in, which presented an opportunity to expand the drive-thru safari to accommodate a larger collection and to give the guests more wildlife to experience. For other enclosures, Jared said they have built them 2 to 3 times larger than what the building code calls for, just to ensure the guests see that the animals have plenty of room and are well cared for.

10xing your attendance

“The biggest challenge was figuring out how to maintain our tranquil experience with so many more guests.”

When the demand for your product is 10x almost over night, you are going to experience some growing pains. Jared explained that this impacted every part of their business. They needed to hire more staff, widen the roadways and allocate resources to manage the traffic flow into the park. Since they were one of the only attractions open, they were able to hire quite a few people who had been furloughed or laid off from other attractions. Part of what caused the additional attendance was Wild Florida’s switch to focus on the local market rather than international visitors. This was out of necessity, as international travel had all but stopped. The Central Florida residents came out in droves and accounted for Jared saying that in some ways, COVID was the best thing that ever happened to us.

For more on Wild Florida: www.wildfl.com.

Jared can be reached at 407-957-3135 or jared@wildfl.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
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Taylor Bybee is a digital cinema graduate with a passion for the amusement industry. In 2013, he created Coaster Studios, a YouTube channel geared toward coaster and thrill ride enthusiasts. Taylor considers Coaster Studios as a bit of a “variety channel,” with footage on rides, reviews, satirical content, and documentaries. Most recently, Coaster Studios has released a full length documentary, This is How We Roll, which highlights the inspiring story of Rocky Mountain Construction.

Marketing to enthusiasts

“Roller coasters are inherently freakin’ cool.”

Holiday World in Santa Claus, Indiana offers a tour of The Voyage, one of the park’s signature rides, that they offer as a premium experience, catered specifically to enthusiasts. However, coaster enthusiasts make up such a small percentage of overall park attendance. With that said, Taylor says that coaster enthusiasts are both your biggest fans and your biggest critics. Coaster enthusiasts are the loudest, and act as the park’s advocates to influence new guests. When you have such a passionate group of enthusiasts, what they love is often going to transfer over to the public. For example, Rocky Mountain Construction sells merchandise, which is unusual from an industry supplier; however, RMC’s fans are as big of fans as the parks themselves, and are eager to support their favorite ride manufacturer. As a result, their influence has the ability to convert the average visitor into season passholders and breed the next wave of enthusiasts.

Documentary Filmmaking

“Roller coasters are the B storyline. The A storyline is about the people. You get to know these people, and you become attached to them by the end.”

As a recent graduate of Utah Valley University, Taylor was required to complete a senior capstone project for the digital cinema department. Having previously met members of the Rocky Mountain Construction team, he presented the suggestion of creating a documentary, which was immediately well received. In addition to the rides, Rocky Mountain Construction has an inspiring story with incredible people behind it. What was initially set out to be a 40 minute film, Taylor quickly identified that there was a much bigger story to tell, due to what he learned after starting production that couldn’t be researched online.

Taylor also stresses that This is How We Roll is not intended to be a commercial, but to give people a greater appreciation for roller coasters. You can ride an RMC ride all day, but when you know the backstory of the people behind it, you ride it with a greater understanding of everything that went into it. The documentary is intentionally designed for anyone who wants to learn more about roller coasters, not just the biggest coaster fans. This is How We Roll is a story about family, determination, and perseverance, and Taylor believes that that is what appeals to the majority of people.

Engaging through YouTube

“You can have the nicest camera in the world, but at the end of the day, if what is on the other side of that camera doesn’t look amazing, there’s not really a way to hide that.”

When a park posts a video, it’s advertising. However, when Coaster Studios produces content, the intention is to engage the audience, rather than striving for the audience to purchase a ticket. Since 2013, Coaster Studios has built trust within the audience, proving that the content will be authentic, as well as produced with high quality. And since not every visit to a theme park will be a perfect experience, Coaster Studios shares that too, and the audience can make their decision to visit the park or not, versus the channels that parks use, which will always highlight the high points of the experience. If the content always said that a ride was the ultimate experience, it would lose the authenticity that has built trust in the channel and the brand.

To learn more about Taylor, Coaster Studios, and This is How We Roll, make sure to follow Taylor on Twitter, subscribe to Coaster Studios on Instagram and YouTube, and purchase This is How We Roll on Vimeo.

PS: Taylor has ridden 780 roller coasters all over the world. When asked what he hasn’t ridden yet, he says that he has yet to ride Formula Rossa at Ferrari World in Abu Dhabi, the world’s fastest coaster.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Kenny Funk has been in the attractions and resort industry since 1996. With 21 years with Walt Disney World and 3 years at Great Wolf Lodge, Kenny has been leading the charge to rethink retail. Kenny is now an independent contractor with the Magic Makers Group, a cohort of ex-Disney executives that combined have over 500 years of experience in all facets of theme park and resort operations.

Brand deposits

“There is no grey area with brand deposits and withdrawals. It’s either one or the other.”

Kenny defines brand deposits as the little employees and organizations do every day that reinforce their brand promise. At an attraction, that could mean being ready for the projected crowd, having enough ride vehicles ready to go, ensuring your systems and processes are up to date, and preparing your team, one by one, to deliver on the brand promise from whatever role they are in that day.

One component of enforcing and encouraging the behaviors that bring the brand promise to life is to catch people doing something good. Telling them specifically what they did and how it creates a brand deposit is the “wing beneath the wings” of an employee and will encourage them to repeat the desired behavior. Kenny shared that there is nothing less impactful than an ambiguous compliment.

There are naturally going to withdrawals that we have to recover from, and the message to the team is, “we’re going to have to overdo deposits” to make up for it.

Retail as gratuity

“Guests will want to commemorate their amazing experience with a tangible reminder.”

Guests view their day at an attraction in aggregate, meaning they don’t necessarily know or care what different departments or teams are providing the experience, they just know if it’s good or bad. If it’s good, guests will be compelled to offer a “gratuity” by purchasing a tangible reminder of their experience.

“By definition, memories are ethereal”, Kenny says. When guests have enjoyed their experience, they don’t want it to end. One way to ensure that it doesn’t end is to take something home that will serve as a continual reminder.

Guests have a choice if they will leave a tip in a restaurant environment, similarly they have a choice if they are going to leave a tip with their “most disposable” part of the attraction experience.

The biggest driver for any business is the intent to return. If an organization creates an environment where guests have such a great time that they are compelled to come back, that organization has to spend less on marketing to get new guests to visit.

One size fits one

“Leadership is a customized exercise, as opposed to a commoditized exercise.”

Young leaders often get bogged down with trying to lead the entire team at once and according to Kenny, you just can’t do that. You have to lead individuals, and individuals comprise the team.

The essence of leadership is taking time to make a difference for that one… that single person or employee. If you don’t think of your employees as individual entities, you are far less likely to be successful as a leader.

In order to lead individuals, it's important to recognize that we have to engage their head, heart and hands. That means that to the individual, we need to understand what drives them intellectually, what their passions are, and what specific skills they bring to the table.

To get in touch with Kenny, reach to him through the Magic Makers Group website: Magic Makers Group

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Scott Drummond is the President of Party Center Software. After Scott purchased a children’s entertainment center in the late 1990’s, he identified a gap in organizing birthday parties for easy scheduling. Identifying a need for his business, his frustration led to the creation of Party Center Software, which helps FEC guests book birthday parties online and helps the business keep tabs on the bookings. In this interview, Scott discusses the importance of building a playbook, employee empowerment, and protecting your employees.

Building a Playbook

"Everybody has a playbook, but most people just put it in their head."

When somebody walks in the door, how do you greet them? What about greeting a party? Do you hold a sign with the guest’s name and greet them verbally? These processes already exist in some fashion, but with employees constantly turning over, having a playbook allows you to formalize these processes so they can be passed from one generation of staff to the next.

Your playbook must address all aspects of your business, including food and beverage, booking a birthday party, diffusing escalation situations, and cleaning your restrooms. The playbook should list out everything you need to do and how you do it, and when something new pops up, the playbook is a living document that gets updated as necessary. The playbook that your business uses is unique to you; even your direct competitors are using a different playbook than yours.

When comparing a playbook to a standard operating procedure (SOP), the playbook is a document that emphasizes “this is how you do it” vs. “this is what you do.” They are generally specific to completing a specific task or resolving a specific problem, which makes it easier for anyone to understand, especially for frontline staff members. SOP’s are also usually more set in stone, whereas a playbook should be updated as new issues or challenges arise. Your employees should have influence in the playbook’s continual evolution, especially as external trends and factors also evolve.

Employee Empowerment

"You have to be able to give them a little bit of rope, and let them fail."

When your employees are challenged to be a part of the solution, their empowerment leads not only to higher levels of satisfaction, but also enhances the success of the business. When you invest in educational experiences, even if they result in failure, they are likely to lead to higher levels of success with new ideas down the road. Fostering a culture of empowerment may lead to many ideas that ultimately don’t work, yet the ideas that do work provide benefits that may not have otherwise been generated, and the magnitude of the successes outweigh the magnitude of the failures.

Empowerment is more than simply saying that your employees are empowered. Many businesses claim that they empower their employees, but they don’t walk the walk. Leaders should let employees make the decisions that they feel will be the best solution for the circumstance. Scott reinforces this point by sharing an instance when he suggested a solution to a staff member for recovering from a service failure, whereas the employee suggested a different solution. When Scott gave the employee the opportunity to take the credit for the recovery, the employee’s solution ultimately led to a high level of satisfaction. In other instances where the employee’s actions might misalign with the leader’s, it is better to have the conversation after the fact to determine the best action in the future, rather than stopping the employee from making the decision in the first place.

Protecting Your Employees

“I don’t take kindly to people yelling at my staff.”

It doesn’t happen often, but when a guest is being unruly, or parents are not stopping their children from being disruptive (or biting), sometimes the best solution is to ask a guest to never come back. There is always a threshold of abuse that employees will take from guests; however, in the event of repeat offenders or abusive guests, Scott stresses the importance of not allowing guests to be abusive to his employees. Despite the revenue lost from the guest, the employee is far more expensive to replace than the guest - even up to 50 times. The lifetime value of your employees far exceeds the lifetime value of your guests.

Even in some of the worst of circumstances, a brief intervention from the leader to help calm a guest down may diffuse the situation, and then the control and empowerment can be turned back to the employee. The employee must know that they are protected and have authority, especially when the leader is standing with them side-by-side.

To learn more about Party Center Software, including PCS Academy, visit the Party Center Software website.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
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To connect with AttractionPros: attractionpros@gmail.com

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On August 30th, 2021, AttractionPros hosted an interactive podcast with a live audience at the 2021 Florida Attractions Association Annual Conference. While the topics discussed revolved around the lessons learned during the pandemic, the overall tone of the session was incredibly positive, focusing on the silver linings of these incredibly difficult past 18 months. Questions to the audience asked for stories of those silver linings, examples of changes made during the pandemic that are likely to stick around, and also ways in which people grew personally during these challenging times.

Jared Reid of Wild Florida Airboats said that COVID was “the best thing that has ever happened” to the business. When the lockdowns came, Wild Florida was just launching its new safari drive-through attraction. Because of the nature of their attraction, it was able to stay open while other attractions had to remain closed. By focusing more on the local market and less on tourists, attendance soared from 200 visitors per day to over 4000.

Mary Stella of Dolphin Research Center discussed their pivot to connecting with supporters daily over social media platforms. This led to increased engagement and donations from the people they interacted with digitally. They also increased their distance learning curriculum.

Kara Laufer of Naples Botanical Garden emphasized the goal of “being a force for good.” They worked to grow their online presence while finding ways to give back to their community. One way they gave back was by offering free admission to healthcare and frontline workers and their families. They’ve also partnered with food banks to help distribute donations to those in need. During all this, their memberships grew.

Rob Lamke of the Museum of Science and Industry (MOSI) emphasized that change is not inherently bad. He discussed how sometimes there is a tendency to keep doing things the same way that they have always been done. The pandemic forced MOSI to implement some of the types of things they’d already discussed but never committed to, such as a huge focus on digital content. This led to increased engagement with their partner schools, record attendance to the museum and their summer camps, and a greater focus on engaging with adults.

John Chidester with Fun Spot America looked ahead, keeping everyone on during the challenging times but asking them to try new roles, like landscaping, to help prepare for the eventual reopening. While others were having to lay folks off, Fun Spot was hiring. When the time came to reopen, Fun Spot focused on locals who hadn’t gotten a chance to enjoy all of the parks’ latest additions. Additionally, while others were cancelling their new ride and coaster orders, Fun Spot was able to move up in the line and get new attractions in a more timely, affordable manner, helping them be ready for the recent surges in travel.

Sara Turner with IMAG History & Science Center said that the downtime gave them a chance to reevaluate their mission. They switched up their programming to become more virtual. They also worked with a local news station to create weekly science segments, giving back to their community while also spreading the word about what they do. They also gave back to their community with food drives.

Christina Schwartzman of Sawgrass Recreation Park said that the pandemic gave them a chance to slow down and decide how they wanted their business to look in the future. Instead of continuing to focus on getting as many guests as possible through the doors each day, they decided to switch their focus to VIP, low-volume experiences. This meant there were fewer people coming to their attraction, but they were making more money. Their new focus enhanced the guest experience by allowing visitors to have a quiet, nature-focused visit. Additionally, the supply chain challenges allowed Sawgrass to partner with more small vendors who provided handmade items for their gift shop. Christina also expressed the joy of getting to spend more time with her frontline workers.

Julie Baross of Gatorland also discussed the benefits of switching to digital content to grow their engagement with kids and their families. They also created a character, named Social Distancing Skunk Ape, to remind people to stay six feet apart. Their efforts to reach out and provide free digital entertainment in 2020 have led to record-breaking attendance in 2021.

Dean Mixon of Mixon Fruit Farms discussed the need to reinvent themselves during the pandemic. The downtime gave Dean time to finish filing a patent. Additionally, there was a greater emphasis on weddings on their beautiful farmland. Dean also expressed his gratitude for local visitors coming out to support the farm, and he also talked about how thankful he was for the employees that stayed with them through the most challenging times.

Janet Mixon, also of Mixon Fruit Farms, discussed another aspect of their pivot. A Canadian company reached out to them and asked for assistance making Broghies. This was a new line of business for them, and the popping nature of the machine that makes the Broghies has been a hit with young visitors.

Lisa Sbuttoni with Fort Myers River District Alliance talked about the campaign she created called “Look Up, Fort Myers.” Lisa hired aerobatic pilots to put on an amazing show that could be seen all over Fort Myers for the 4th of July. Along with this, Lisa worked with local news channels to feature 26 local businesses and encourage people to buy from local small businesses. Because of the community coming together during this challenging time, none of the businesses in the downtown district went out of business during the pandemic.

Scott Rose with ZooTampa at Lowry Park discussed how they had to implement changes to their yearly, large-scale Halloween and Christmas events. In the past, these events have been free for zoo members, so 75% of attendees were members. Because controlling attendance would be important for this event and to combat no-shows, a $5 non-refundable reservation fee was required for all attendees, even members. This fee was given back to people that came in the form of Zoo Bucks that could be used on food and merchandise during the event. This caused more people to choose to dine during the event instead of before arriving. Despite having to limit attendance, the huge in-park spending increase actually made the events more profitable while also giving those that attended a better guest experience.

Barry Bass with A Means to a Vend noticed the trend of drive-by parties and gatherings happening during the pandemic. He launched a new product, later named PromoPop, in response. He put popcorn in customizable containers that could be given out as party favors during these drive-by celebrations.

Aimie Johnson of the Florida Aquarium talked about how she amped up her collaboration skills during the pandemic. When working with other aquariums who were also creating plans to safely reopen, Aimie freely shared her learnings with others while also asking questions about how the other aquariums were managing guest flow, holding events safely, and keeping employee morale up. She also discussed the value of asking experienced pros to share their thoughts while also gathering the thoughts of newer employees.

Kelly Sheer with Moonlight Promos shared how tragedy helped her make a difficult but positive change in her life. Her doctor of 20 years sadly passed away due to COVID-19. This tragedy caused her to reflect and think about what she wanted her life to look like moving forward. This introspective caused her to end relationships that weren’t providing joy to her life and making a big move to a new part of the country to start anew.

Robin Rosario with Pure Florida talked about how she’d always tried to shoulder everything herself, both at home and at work. However, when she was hospitalized due to COVID-19, she realized that her family and her coworkers were capable of taking care of things when she needed to rest. She realized how blessed she was to be surrounded by folks that supported her, and she was humbled to learn that she no longer had to feel responsible for handling everything on her own.

While Matt and Josh were asked to host the session together, Josh was unable to attend due to an unexpected breakthrough COVID-19 infection. If you are on the fence about getting vaccinated against COVID-19, please note that the Centers for Disease Control and Prevention (CDC) stresses that “high vaccination coverage will reduce spread of the virus and help prevent new variants from emerging.”

To learn more about the Florida Attractions Association, click here. For previous AttractionPros LIVE! episodes hosted at various conferences throughout the United States, click here.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Tim Anderson is the President of Traders Village Marketplaces, a collection of three massive, weekend flea markets in Texas. The first Traders Village flea market was founded in 1973 in Grand Prairie, Texas, near Dallas. Since then, they have expanded to two other locations in Houston and San Antonio. Traders Village flea markets aren’t your typical flea markets. On average, they span 210 acres, and on a typical weekend, 6000 different dealers might be selling their goods at the three different locations. In addition, Traders Village has yummy food stalls and permanent thrill rides at each property. They also host dozens of festivals each year, ranging from food fests to car meets.

Tim has years of experience within the attractions industry. He got his first job as a game operator at the now-closed Six Flags AstroWorld in Houston, Texas. He continued to work there throughout high school and college. Upon graduating college with an economics degree, he originally planned on going to law school; however, he found himself being pulled back to Six Flags. After working in management at Six Flags Great America for about five years, Tim had the opportunity to develop and open the Kellogg’s Cereal City USA attraction in Battle Creek, Michigan. He loved getting to be a part of the design and opening team and stayed on as its general manager for a few years. After that, Tim became the general manager of Landry’s Kemah Boardwalk off Galveston Bay. It was after that role that Tim found his way to leading Traders Village Marketplaces where he has been for the past 12 years.

Traders Village sees over 6 million visitors a year, and that’s just on Saturdays and Sundays when the sun is still up. When they first opened, they described themselves as the Disneyland of Flea Markets. They are known for being big, clean, exciting, and full of great finds. A survey in 2019 found that 52% of Americans had visited a flea market that year. This means that Trader Village has a very wide customer base, but their key demographic consists of lower income individuals and families as well as other value-oriented individuals. The visitors to Traders Village have thousands of different stalls to browse through, and Tim says that you can “buy anything from a ballpoint pen to a bulldozer.”

The other huge demographic of Traders Village is its self-motivated, entrepreneurial dealers, or the people that rent space to sell their goods. Tim says that some of the dealers have been in constant attendance for over 45 years. He spoke fondly of how he enjoys being an incubator for small businesses. He even shared that some businesses start at the flea market before expanding to be incredibly successful chains, such as an electronics store and a furniture outlet. However, he did say that not all of the thousands of new businesses started each year make it, but he still enjoys watching many go on to be successful.

Tim also discussed his leadership style. His preference is to surround himself with the best possible team and empower those team members to be autonomous and successful. He puts a lot of faith in his employees, but that has always worked well for him. He enjoys giving his managers the freedom to run their aspect of the business in their own way. In addition, he is very welcoming of new ideas and said that he is willing to try almost anything at least once. Tim admitted that new ideas can be scary but still enjoys exploring them. However, he also helps guide people to evaluate their own suggestions by helping them think through how it would be operationalized. By doing this, he enables his team to filter out some of the ideas least likely to succeed before they actually are tried, which often works better than him pointing out the flaws from the start. Furthermore, he likes it when his team makes decisions because Tim believes that even a wrong decision is sometimes more likely to move things along than choosing not to make a decision at all. Tim emphasized the importance of being able to adapt and stay ahead of challenges. Lastly, Tim always tries to exceed the expectations of his customers and his dealers.

The Grand Prairie location is currently installing a roller coaster to its rides area. Tim discussed that adding bigger and better rides helps to bring a new, wider demographic to the flea markets. Additionally, the rides area can be marketed separately from the flea market and even open when the shops are closed, giving Traders Village another income stream besides renting spaces for dealers to sell. Tim talked about his experience of installing the Boardwalk Bullet roller coaster at Kemah Boardwalk. He said that adding a coaster really changes the perception of a place and takes it to a whole new level. At Kemah, adding the coaster tripled sales and brought it far more visitors compared to before the coaster was open. Tim hopes to see similar positive impacts when the former Scandia Screamer opens at Traders Village.

If you’d like to learn more about Traders Village Marketplaces, you can check out their website. If you’d like to get in touch with Tim, you can contact him through LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Bridgette Bywater is the Vice President and General Manager of Kings Dominion. Bridgette was inspired to join the attractions industry from hearing the fond memories her parents had working at Worlds of Fun when they were younger. Despite being an introvert, Bridgette decided to try being a ride attendant, like her parents, and she found that working with people was very motivating for her. She chose to stay with Cedar Fair in various leadership roles, where she was able to work with many different people and help them be successful in their various endeavors.

Bridgette grew up hearing stories about how her parents met at Worlds of Fun during its first year of operation. Her father ran the Zambezi Zinger while her mother ran the Silly Serpent nearby. In addition to those stories, Bridgette has her own fond memories of her early visits to theme parks, including riding Bounce-A-Roos over and over until Worlds of Fun closed for the day. Though she initially started as a chemistry major while in college, her continued time working in theme parks during the summers helped Bridgette realize that theme parks was where she wanted to stay. Over the years, Bridgette has held many jobs at Cedar Fair parks and its corporate headquarters. She started running rides like her parents, then spent time in a variety of divisions: admissions, human resources, safety, security, and operations (1park and water park). Now, she is the VP and GM of Kings Dominion.

Bridgette describes herself as an introvert, and that contributes to her leadership style. Bridgette believes there are two main leadership styles: those who lead from the front of the room and those who lead from the back of the room. While she is definitely capable of getting in front of a room when she needs to, Bridgette says that she tends to lead from the back of the room by supporting her teammates, removing obstacles for them, and helping her employees be the best they can be. Bridgette says that the best leadership teams are made up of a combination of introverts and extraverts and that neither is inherently better than the other.

Bridgette emphasized that a leader’s job is to focus on their team and elevate them. Leaders provide their teams with the knowledge, tools, and information they need to succeed while working to eliminate any obstacles that stand in the way of them performing at their best. By doing this, the team will return the favor and elevate the leader. Another important aspect is empowering members of the team to take action and make their own decisions. For example, frontline employees need to feel empowered to take action to solve guest problems quickly and sincerely without having to get approval from their managers. Even if an action was taken that might not have been the manager’s first choice, it is still important for that manager to support that their employee took the action they thought was necessary and guide the employee toward the best decision next time. Bridgette also emphasized the value of delegating tasks in order to eliminate single points of failure. By making sure multiple people are aware of a task that needs to get done, it is more likely it will get done if one person is unavailable. Bridgette talked about how it is important for your team to be able to function even if you are not there. That means they have been set up for success and simply need to execute in the best ways they can.

When she first arrived at Kings Dominion to assume her current role, Bridgette brought years of varied experiences with her, making her an incredibly well-rounded Cedar Fair leader. She admits that she wouldn’t call herself the expert in any single discipline but instead knows how to assemble teams of experts and enable their success. In the early days of her new role, Bridgette asked lots of questions and learned as much as she possibly could from those around her. In addition to learning, the fact that she asked questions helped to challenge others to evaluate why they did things a particular way instead of just taking what had always been done as the only possible option. Bridgette’s experience across so many different parks helped her see the overarching goals of Cedar Fair parks, such as making every guest happy, while also respecting each park’s rich history and individuality. Additionally, spending time in the corporate offices offered yet another look at the parks. Bridgette said that one of the best parts about taking new jobs is that they often give you a different perspective, which can lead to greater overall understanding.

Bridgette discussed some of the changes that have taken place because of the pandemic and offered her thoughts on which ones are likely to stick around. She discussed that almost every change, especially those that are likely to stay, were discussed prior to the pandemic’s onset and were simply accelerated because of it. Many of the changes were implemented to eliminate unnecessary touch points for both guests and employees. This led to changes including cashless transactions, more virtual communication with guests, online training, virtual queues, and digital checklists for maintenance teams. Many of these digital changes led to increased efficiency and are likely to continue far into the future, but embracing technology isn’t meant to completely eliminate face-to-face interactions. In-person interactions are still cherished, especially at places like theme parks where so many memories are made for friends and families.

If you’d like to learn more about Kings Dominion or get in touch with Bridgette, visit Kings Dominion’s website.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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John Wood is the CEO of Sally Dark Rides. He started the company with two other Johns in 1977, when they showed off their animatronics to the themed entertainment world at the 1978 IAAPA Expo in Atlanta. While they had struggled to convince retail stores and museums of the value of their animatronics, theme parks and other themed attractions understood their purpose immediately.

Sally Dark Rides has evolved significantly since its founding in 1977. The company’s name, Sally, comes from the first animated character that one of the Johns created while in dental school. Their major early successes were in musical animatronic shows, where robotic characters would sing and play instruments for guests. One important aspect of Sally’s animatronics was that they were less expensive than those made by and for Disney and Universal. This fact made them much more accessible for regional amusement parks. John spent a lot of time talking to various theme park general managers, and onene manager at Kings Island told John that guests kept saying in surveys that they wanted a haunted house, although the park wasn’t sure how to make a reliable, affordable, exciting haunted house so they kept putting in new roller coasters instead. However, John wanted to tackle this problem instead of shying away from it. This led to the expansion of Sally into the exciting world of dark rides.

John discussed the creative process of designing a new dark ride for a park. First, the park would convey the constraints of the project: budget, location, capacity, and whether a particular intellectual property (IP) would be used. The team at Sally will take all of this information and quickly return to the park to pitch 3 to 7 creative story briefs, some no more than a paragraph long. Then the park will pick their favorite pitch or two to develop further. This next step involves creating a script for the ride, a layout for the attraction, and a list of all the different elements and gags that will be incorporated into the ride. Within about 3 months, the timing and budget for the project are honed, and then the ride is created over the next year.

One of John’s primary focuses with rides that Sally creates is to ensure that they have elements that encourage guests to ride again and again. His main way for achieving this is incorporating interactivity, typically in the form of a shooting element. By making the ride a competition which can have different outcomes each time, guests are encouraged to ride again to build their skills. In addition, John likes to incorporate surprises and fun gags that catch riders off-guard, delighting them and making the experience exciting. He also likes to incorporate a variety of different element types. For example, John likes to mix physical animatronics with digitally-projected characters so that everything doesn’t look the same throughout the attraction. John admitted that if he rides an attraction and something excites him, he tries to learn from it and incorporate something similar on the next ride he creates.

One way that dark rides are evolving is that they are becoming more technologically sophisticated. Many of the latest attractions have been inspired by the video game industry, utilizing gaming engines like Unreal to incorporate real-time, interactive animations into the ride. Media is being used more and more throughout parks and their rides. Additionally, some rides are incorporating radio-frequency identification (RFID) to add an element of personalization for guests and allowing them to take their scores with them throughout the day. That being said, John emphasized that you don’t always need to use the latest and greatest technology to create an effective, fun attraction. One of the biggest inspirations for the Sally team when it comes to dark rides is Mr. Toad’s Wild Ride. It’s full of simple but effective imagery that takes guests on, well, a wild ride.

John emphasized that no matter what the criteria for the ride was, it needed to be fun first. One important element of that is the preshow. Because the ride itself often isn’t long enough to go into details about the story, the preshow is used to set up the point of the ride and the guests’ role within it. This helps ensure everyone will have a great time once the ride starts. Another important part of a ride being fun is that it needs to work and be reliable. Nothing takes you out of an attraction like a malfunctioning or broken element. John talked about how reliability criteria is incorporated from the very first moments of designing a new attraction. Sally rides and elements aim to have a lifespan of at least 10 years. They achieve these results by utilizing industrial-rated valves and focusing on pneumatics, which are cheaper and easier to maintain than their alternatives. Sally aims to make maintenance as easy and simple as possible for the parks they create rides for. Many Sally rides are going strong after over 20 years of operation.

Lastly, John talked about why dark rides are so important for a park. They act as an opportunity to offer a completely unique experience for a park. That unique experience can be the backbone of family memories that will keep guests coming back again and again to see something they cannot see anywhere else. John’s parting words were to encourage listeners to keep riding and loving dark rides.

You can connect with John on Facebook or on LinkedIn. You can also learn more about Sally Dark Rides on their website.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
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Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Paul Griffiths is the Director of Painshill Park, an 18th century landscaped garden just south of London. Paul also has an honorary doctorate in Heritage, Conservation, and Tourism from Solent University. Painshill Park is a protected cultural heritage site within the United Kingdom that features beautiful walking paths, scenic natural landscapes, and a variety of follies. (A folly is a small building with no specific purpose found within a park or estate that provides visual interest.) Painshill allows its guests to explore and reconnect with nature while also allowing guests to focus on their physical and mental wellbeing.

Paul has worked the past 25 years or so in the tourism industry. When he first went to college, he planned to major in the business aspects of the sports industry. However, during the summer after his first year, Paul worked for a month at Hever Castle, the childhood home of Queen Anne Boleyn. There, he learned the value of working at a beautiful historical site and fell in love with that aspect of the tourism industry. Upon returning to college, Paul went on to earn a degree in heritage management. Right after graduating, he began working in the English Heritage office and began working his way up, eventually becoming the area manager for 12 London Historic Properties. His time with English Heritage also allowed Paul the opportunity to open a new museum and create business strategies for it. These learnings would come in handy when Paul decided to try something new and start working at the Painshill Park in 2018.

Painshill Park was established in the 18th century by Charles Hamilton. At the time, many people would take months-long tours around Europe, learning about different places and their cultures. Most people brought home many items from their journey, but Hamilton brought home his memories and inspiration. He was particularly inspired by architecture and nature. This was why he created the landscaped gardens of Painshill Park. The various follies around the grounds were inspired by some of his favorite architectural finds: a ruin, a Turkish tent, various bridges, and even a grotto with a waterfall. The park changed hands numerous times throughout the years, and during World War II, the park fell into disrepair. It wasn’t until a charitable trust was established for the park in the 1980s that restoration began to bring the park back to its former glory.

When Paul began working at Painshill three years ago, it wasn’t very well-known, even with locals. That made spreading the word about the park a top priority. One issue was that Painshill didn’t have a strong tagline to describe what it truly was. Paul worked with a consultant to create their new slogan: “Where the walk is a work of art.” In addition, Paul has worked at bringing in more guests by offering a variety of limited-time events. They’ve had music, theater, and comedy events in the park after normal admission hours. Paul has also invited local businesses to create installations of zoo animals and fantasy creatures that guests can find throughout the gardens. Additionally, Paul and his team focus on providing exceptional guest service so that visitors will take stories home with them and share their experiences with others. Word-of-mouth advertising is very powerful. All of these efforts have led to an annual increase in guests from 75,000 to 200,000 in the span of several years.

Paul shared some of the many benefits of visiting a location like Painshill Park. One is the ability to disconnect from our busy, electronics-filled lives and just enjoy nature. Along those same lines is the escapism that visiting Painshill provides, especially during the challenging times of the pandemic. As an outdoor, spread-out attraction, Painshill has been open for the majority of the pandemic, providing a place for locals to escape from their daily stress. In addition, Painshill is a wonderful place to focus on personal well-being, both physical and mental. Its circular walking trail is visited by some guests daily. The park has also become a hub for educational experiences. Students will come visit the park and spend time learning about and interacting with nature.

Painshill Park is an attraction, though it is different from most of the types of attractions that are regularly discussed on the AttractionPros podcast. That being said, Paul said that he loves to learn from other segments of the attractions industry and apply what makes sense to Painshill. One common thread for all types of attractions is the desire to provide excellent guest service and a memorable, enjoyable experience.

If you’d like to learn more about Painshill Park, you can check out their website. If you’d like to get in touch with Paul, you can find him on Twitter or LinkedIn.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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In this unique episode, Josh and Matt brainstorm solutions to one of the biggest challenges facing the theme parks and attractions industry today. Taking an innovative approach through a free-flowing conversation, the topic of queueing and creating a more comfortable experience was dissected. How can waiting in line be a better experience for guests visiting theme parks and attractions? How can parks position premium experiences without devaluing the experience for guests purchasing general admission? How premium of an experience can a park provide that optimizes per capita spending and guest satisfaction? This certainly is not a new conversation, but with the ample amount of both paid and free options for guests to minimize queuing, Josh and Matt’s conversation leads to thought-provoking solutions that intend to spark additional conversations and brainstorming of the AttractionPros audience.

The conversation was influenced by Josh’s recent visit to Cedar Point in late July 2021. On this visit, Josh and his friend decided to partake in two paid add-ons for the day: Fast Lane and VIP Lounge Access. Josh spoke about how these add-ons enhanced his guest experience by allowing him to spend time doing the fun things at theme parks, like enjoying rides and exploring, and spending less time doing the things we don’t like at parks, like standing in lines. Josh also enjoyed the Cedar Point 150th celebration parade from the VIP grandstands. He admits that without the dedicated seating, he may have missed the entertainment offering altogether. Additionally, Josh admits that having the Fast Lane access, which allowed him to ride his favorite coasters more efficiently, gave him time to experience other rides that he may not have prioritized otherwise, such as Cedar Point’s newest attraction, Snake River Expedition.

The other great advantage to spending less time running from long line to long line is that Josh was able to slow down throughout the day and enjoy relaxing in the VIP lounges. He noticed that he wasn’t the only person doing this. It was interesting to see a calm, relaxing haven within an amusement park, where the experience typically involves a lot of rushing around. It got Josh thinking about how to create a lower-stress experience that still allowed park guests to enjoy all the excitement of a theme park.

Josh proposed the following idea: What if Fast Lane and VIP Lounge Access were combined into a single, concierge-like, luxury experience? They go well together because Fast Lane allows for less time spent in line, allowing for more chill time in the lounge areas. Matt and Josh brainstormed that perhaps a concierge or “butler” could be assigned to a single family or a few families for the day. In addition to providing the sorts of things you see on a VIP Tour at some parks such as front-of-the-line access, they could also go get your favorite foods from across the park, take photos and videos to document your family’s experience, and even plan special surprises throughout the day. These surprise moments could range from personal character meet-and-greets to toasts for special occasions to meeting an engineer responsible for someone’s favorite ride. This sort of thing could be done at other themed entertainment venues, including zoos, aquariums, and museums. These sorts of offerings aren’t cheap, but if a guest sees the value of the offering, they could be willing to pay that premium price.

One topic that usually comes up during these conversations is whether these premium offerings come at the expense of guests that just pay for general admission. When there is a standby line and a shorter, paid-for line, it is important that where, when, and how they merge doesn’t make people feel angry or awkward. In some ways, operators want the paid-for line to be invisible to their standby guests so that their experience doesn’t feel diminished. At the same time, there is value in showing the paid-for option so that more guests might see its potential value and choose it next time. It’s important for guests to be educated on their options so they can make an informed choice about which option is right for them. This can help them feel less resentment if they see people in the paid-for line getting on the attraction faster because they understood the option and determined that it wasn’t the right choice for them that day. However, they might decide it does have sufficient value the next time they come if they witness the benefits.

Another topic that was discussed is the win-win benefit of these luxury, curated experiences. Naturally, if the value is there for the customer and they end up having a much better day at a price they determine to be fair, then the guest wins. If that luxury experience is filled with wow moments that the guest shares with their friends, then a park now has a group of happy guests that are now acting as free marketing for the venue. They might help inspire their friends to come check out the park when they otherwise might not have.

The last topic focused on how to make the standby queue a premium experience. Josh wondered what would happen if you flipped the entire queue experience so that the normal, free option involved using virtual queues and timed reservations whereas you would pay to jump into the standby line in order to “ride right now.” He even said that getting rid of all of those pesky line switchbacks would leave plenty of room for more VIP lounges to relax in. Matt admitted that one challenge he has during these brainstorming sessions is wanting to jump to answering logistical questions, like “how does it work” or “what are the implications,” but he knows that this phase of innovation is too early for that.

Matt took the goal of making standby queues feel like a premium offering in a different direction, reminding Josh of the value of queues. More guests in lines leads to fewer people in the park’s walkways. Matt talked about how he loves interactive elements and entertainment offerings within queues. Those sorts of fun distractions in lines help to make the wait go by faster. Both Josh and Matt agreed that waiting in line is typically the worst part of visiting an amusement park, and they both enjoyed brainstorming different ways to improve this guests’ dissatisfier.

While there are certainly several operational and marketing logistics to consider, this conversation was intended to pitch an idea, and estimate how feasible it may be. If you like this format, let us know! Better yet, share another issue that you may be facing within your organization for discussion in a future podcast episode.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
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Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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Vince Kadlubek is the Founder and Director of Meow Wolf. Meow Wolf has expanded from its original location in Santa Fe to two new locations in the past year: Las Vegas and Denver. Meow Wolf is an immersive, multimedia, story-driven experience rooted in artistic expression.

In 2008, before Meow Wolf was conceived, Vince was living with his parents and working as a food delivery driver. He was also part of Santa Fe’s local art community. He and his fellow artists longed to have a place where they were free to express themselves. So instead of waiting to be invited to a gallery or show, Vince and some of his friends set up temporary workspaces and exhibitions in warehouses around the city. From 2008 to 2015, Meow Wolf acted as a side project for many of Santa Fe’s artists, including Vince, where they could make and display their creations. In 2015 Vince decided it was time to get serious, make a business plan, and convert the original Meow Wolf idea into a permanent, admissions-based attraction. He pitched the idea to George R. R. Martin, and Martin’s support led to the opening of the House of Eternal Return, Meow Wolf’s first permanent attraction. At the same time, Vince became Meow Wolf’s CEO. Upon deciding to expand to new locations in Denver and Las Vegas, Vince chose to hire more team members who could collaborate and bring these big ideas to life.

One of Vince’s key goals for Meow Wolf’s attractions is that they inspire exploration, discovery, and imagination. Vince has stated that there is currently a “crisis of imagination.” He explained further by pointing out that most people are obsessed with memories and things from the past and focus a lot less on imagining what the future could be. Vince went so far as to expand this to the current global climate crisis, pointing out the tendency to talk more about how we have gotten to the current state and less about envisioning how to get to a better future. Vince aims to create elements of mystery and adventure within Meow Wolf’s art experiences that inspire visitors to leave with a desire to create their own content.

Meow Wolf’s attractions accomplish Vince’s goal of encouraging exploration by first having guests enter a familiar environment before sprinkling in out-of-place elements that lead to an entirely unknown landscape. In Santa Fe, guests walk right into a normal-looking home, and in Las Vegas, visitors wander into a fully-stocked grocery store, complete with employees. By first letting guests explore something familiar, they become more comfortable exploring and interacting. By the time they discover something otherworldly, most visitors are ready to dive in headfirst to the unfamiliar. Vince referred to those moments of crossing from the known to the unknown as transformative moments, and they are another key element of Meow Wolf’s experiences.

These transformational experiences are a key offering of themed entertainment. In a world where we can experience so many different things within the comfort of our own home, it has become harder and harder to convince people that a location or attraction is worth visiting. Vince stated that these transformative moments are vital to creating experiences that make people want to put down their phones and engage with the world around them. Making a place that is safe to explore and play is something that Meow Wolf excels at. They have even created spaces that are enjoyed by guests of all ages, though a young guest may interact in a completely different way than an older guest. That’s part of the magic: that every visitor can have a completely unique, unscripted experience within the same attraction. Vince argues that all of these aforementioned conditions are what help Meow Wolf’s guests break out of their normal way of thinking and start dreaming of what is around the corner.

Vince admits that creating these unique art experiences isn’t always easy or efficient. While the beginning of the project is very focused, the middle stages of development expand to allow for as much creativity as possible. Meow Wolf attractions are the compilation of hundreds of artists coming together to make something new and exciting. For a lot of the project development process, the focus is on “what” the team wants guests to experience and “why.” Once these are nailed down, then the tough questions of “how” to enable this grand vision are tackled. This is when the project has to shrink back down to a more narrow, executable plan. Before that shrinkage, though, project phases that pump in even more diversity of ideas are explored. This helps ensure that the most magical experience possible will be created by the time everyone on the project is told to put their pencils down, which typically doesn’t happen until the very second that the new attraction is being opened to the public.

If you’d like to contact Vince, you can reach him at vince@spatialactivations.com or vince@meowwolf.com.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca
Email marketing by Sam Bercik

To connect with AttractionPros: attractionpros@gmail.com

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This week, AttractionPros’ own Matt Heller shared seven key takeaways from his recent theme park road trip. Matt has dubbed this trip as Coaster Nerd Con 2021, where he and some friends visited 8 parks in 8 days. The parks were Fun Spot in Orlando and Kissimmee, SeaWorld Orlando, Universal Orlando Resort, Busch Gardens Tampa Bay, Wild Adventures, Six Flags Over Georgia, Dollywood, and Carowinds. Matt said it was wonderful to finally visit parks again after he’d been away from them for about a year because of the pandemic. Matt made a lot of lasting memories on his trip, and many of the standout moments lead to some interesting learning opportunities.

Employees often come up with creative solutions to recurring issues

Throughout his trip, Matt was impressed by the effort employees were putting into their work. Many parks are experiencing labor shortages, but many of the employees Matt saw seemed excited in their roles, despite how busy they were. Furthermore, Matt was impressed by the way employees were tackling problems in order to provide exceptional guest service. For example, Matt witnessed an employee at Fun Spot Orlando use a large, sunshade umbrella to keep guests dry. The employee carried the large umbrella and helped guests move from one covered area to another that had more things to do. That gesture is likely not something you would put in an employee training manual, but that type of out-of-the-box thinking should be highlighted in order to encourage other employees to come up with creative solutions to recurring problems.

Employees deserve recognition for all that they do

Matt was impressed by many of the employees at the parks he visited, but perhaps the team that stood out the most was the ride operations crew at Fury 325 at Carowinds. The crew was incredibly efficient while also maintaining the highest level of safety. They also showed incredible guest service skills, recognizing Matt and his friends when they came around for one of the 14 rides they took on Fury that day. Matt also appreciated that the crewmember on the microphone made the experience personal and exciting by calling out the individual team members by name, mentioning their roles, and asking for the crowd of guests to give that person a round of applause. It was a fun way to bridge the divide that sometimes exists between guests and employees. Adding some fun in between the safety spiel is a great way to keep guests entertained but also engaged with the important safety messages that are being shared between the candid add-ons.

When efficiency is visible, even long lines can feel short

Another thing Matt noticed was the value of perceived urgency and hustle. Visiting a theme park in the middle of the summer typically has a high correlation with waiting in long lines to ride awesome rides. However, that long line doesn’t feel so bad as long as guests can see that employees are working as quickly and efficiently as possible to get riders safely through the experience. Even if a line is long, if it keeps moving the whole time, the wait seems less tedious. The Fury 325 crew did an excellent job of displaying that hustle in order to get guests onto the ride as quickly as possible. Matt experienced a similar situation at a busy food venue in another park. While he and many other guests ended up waiting 45 minutes for their food, most guests didn’t seem too frustrated by this. They could all see that the employees were hustling as fast as possible. Even two managers were working in frontline roles to try to keep up with the demand. Seeing that constant hustle to try to provide the best experience possible as efficiently as possible made the wait bearable. Matt summed this point up well by saying that guests typically don’t mind waiting as long as they don’t feel forgotten.

Take in as much information as possible before responding

In Sesame Street Land in SeaWorld Orlando, Matt had an interesting epiphany: Cookie Monster has feet. While posing for a picture with a statue of Cookie Monster, Matt happened to glance down and see that Cookie Monster, indeed, had feet. This seems obvious now, in hindsight, but he had never thought of it before since, on the TV show, all of the characters are puppets, and you don’t tend to see the lower half of them. Matt was able to turn this into a learning moment. That learning moment is that we should take in as much information as possible before making a judgement call. This is true when trying to help a guest that has come to visit guest services. This is true when a consulting client thinks they have a handle on what is going wrong in their company. This is also true for leaders who make decisions that directly impact their frontline workers. It is important to “listen to learn” instead of simply “listening to respond.” By taking in as much information as possible, it is more likely that we can respond in a way that will be the best possible response to the situation, whatever it may be.

Each park within a chain has unique aspects

Matt visited Six Flags Over Georgia for the first time on this trip, and he learned a valuable lesson from that visit. He’d visited other Six Flags locations. Like with those, he was impressed by the ride selection. However, there were a few aspects of this particular Six Flags that made it unique from ones he’d visited before. In one area of the park, there were wonderful mature trees that provided valuable shade from the Georgia summer sun. Matt really enjoyed that shaded area, and it got him thinking about the aspects he enjoyed from each of the other Six Flags parks that made them unique. Six Flags, and other park chains that have various offerings around the globe, have aspects that are consistent across their locations and tie them together, but each location has something unique and authentic to offer. It’s worth visiting different parks from the same company to see their special, local flair.

Empathy and tone of voice say more than just the words being spoken

Another important lesson that Matt was reminded of is the importance of tone when talking to guests, especially if you are giving those guests bad news. One negative example of this occurred when Matt asked a ride attendant, while the ride they were stationed at was closed because of the weather, if he would be able to ride the attraction if he was able to get into the line before the park closed, assuming the ride opened back up. However, the ride attendant didn’t answer the question that was asked and instead recited the spiel about the attraction being unavailable because of the weather and not knowing when it would open again. Matt repeated his questions and received a response, but the exchange was definitely a low point on his trip. On the flip side, Matt had a much better experience at Wild Adventures. When he strolled into an ice cream parlor, he was immediately greeted by a friendly smile. The smiling employee actually had some bad news to deliver. She apologized sincerely and admitted that she couldn’t serve ice cream at that time because she was out of gloves. This employee went on to explain that Matt could wait a few minutes for the gloves to arrive, or he could go across the street to the Dippin’ Dots stall if he didn’t want to wait. Though he had just received bad news, Matt wasn’t upset at all because of the caring, empathetic tone that the employee had used during the delivery. Matt mentioned that it was both the words that are said and the why those words are said that can really turn a negative situation into a pleasant experience.

You can find exceptional guest service anywhere

Throughout his trip, Matt experienced excellent examples of outstanding service at each park he visited. This showed that a park doesn’t have to be part of a large chain in order to deliver exceptional guest experiences. Even without a huge budget to support rigorous training or guest service incentive programs, parks can empower their employees to provide world-class service. Leadership teams need to provide both positive and constructive feedback as well as examples of exceptional guest service to their employees in order to empower them to be proactive with their guest interactions. Fostering the right culture is the most important part of enabling your employees to reach their peak performance. After all, many aspects of providing an excellent guest experience are free so all parks can make it happen.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
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To connect with AttractionPros: attractionpros@gmail.com

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Anna Danau is the Managing Director of her own business, Hospitality Intelligence. Anna started her business when she and her husband, Victor, moved to Vietnam in 2015. Hospitality Intelligence was originally created to oversee the first ice skating rink ever in Vietnam, which Anna planned, opened, and still oversees. Since then, the scope of the business has expanded to opening other family-focused entertainment offerings in the area as well as supporting other themed entertainment businesses in the area. This support comes in a variety of forms, with the most common being staff and procedural training and guest experience insight.

Anna talked about the unique opportunity to be a part of the growing themed entertainment industry in Vietnam. She described the industry as being in its infancy there, but that interest in attractions was growing. Anna said most current offerings are family entertainment centers (FEC). In addition to the popularity of FECs, shopping malls are favorite destinations for locals. That’s why Anna is opening attractions, such as ice skating rinks, in the already-popular mall locations. In Vietnam, family is very important so opportunities for family members to spend time together are always appreciated. The importance of family in Vietnam made a wonderful impression on Anna, and she decided to start and raise her family there.

Opening the first ice rink in Vietnam came with some interesting challenges. Because this was the first opportunity many locals had to partake in the activity, almost everyone needed to be taught how to ice skate. This led Anna to pivot her staffing plans slightly, train all of her employees to skate, and have several of them on the ice at all times helping people learn how to skate and how to fall in a way that won’t lead to injury. Another lesson that Anna learned from training her new staff was the importance of understanding and working with, not against, cultural differences. For example, in Vietnam elders are respected to the point that you often don’t tell them that they can’t do something. However, this cannot take priority over ensuring the safety of guests. Because of this potential conflict, Anna worked with her frontline employees to determine ways to respectfully explain safety requirements in a way that ensured all safety guidelines were followed while also making sure guests didn’t feel disrespected.

Training has become a large part of Anna’s career, both at Hospitality Intelligence and with International Ride Training (IRT), which provides ride operator training, safety standards, and yearly audits. Anna has been a large part of extending IRT into Asia and Australia to truly make it international. One training initiative that Anna is leading is creating training for international students that want to work at theme parks in other parts of the world, such as in the United States. Many of these students haven’t been to the US or even been to a theme park themselves so they have trouble being immediately effective at their roles. In order to help with this problem and provide value to both the hiring parks and the incoming students, Anna is creating training to teach students some of the basics before they even arrive at the parks. The topics range from learning the basics of living in the US to more tailored information about the park they will be working at. Additionally, the overarching focus is on safety for the students and the guests they will be serving when they arrive.

Anna also enjoys training her own staff at the ice rink. She describes herself as an introvert but knows the importance of being confident and engaging with guests. Anna tries to help her employees find their inner confidence, but she says that process can be different for each individual. Additionally, Anna trains her supervisors on how to give good feedback to the employees they manage. She emphasized the importance of both positive feedback and corrective feedback. When constructive feedback is delivered with the goal of helping an employee be the best they can be and truly succeed in the role, even corrective feedback can lead to a confidence boost. Additionally, Anna pointed out that confidence takes both mental and physical practice. She teaches skills she learned in theater, such as breath control, having good posture, and even improv, as a means of improving confidence when interacting with guests. In addition, Anna wants her employees to feel empowered to be proactive while delivering exceptional guest experiences.

Lastly, Anna shared a few tips. The first was to find a mentor if you don’t have one. She says that she wouldn’t be in the position she is in now without the help and guidance of her fantastic mentors. Also, Anna emphasized the value of enjoying the journey and not just the destination. She spoke this with regards to career progression. Many people go to school and think they have a plan for what they will do when they graduate, but Anna suggested that sometimes, opportunities might come along that surprise you and take you somewhere you didn’t quite expect. Before joining the themed entertainment industry, Anna worked for the US government, gathering intelligence. So when the opportunity came to work within themed entertainment, a sphere she had always loved, she jumped on the opportunity and is loving the ride.

If you’d like to get in touch with Anna, you can find her on Facebook, LinkedIn, and on Hospitality Intelligence’s website.

This podcast wouldn't be possible without the incredible work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca

To connect with AttractionPros: attractionpros@gmail.com

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Guy Nelson is the CEO and Executive Chairman of Dynamic Technologies, the parent company of Dynamic Attractions. Dynamic Technologies was founded in 2006, and Dynamic Attractions was founded in 2011. Then, Dynamic Entertainment was created, which had a focus on creating more complete rides internal to the company or through partnerships, instead of being the ride system vendor. However, Dynamic’s work in themed entertainment began prior to all of these dates, back when the company was still just Dynamic Structures. Dynamic has been a major player during the past few decades in terms of developing cutting-edge ride system technologies and solutions.

Prior to his work with Dynamic, Guy held leadership positions in a variety of different industries, including construction, transportation, manufacturing, and venture capital. During that time, he worked at a range of different companies, from small startups to larger corporations. Guy believes it is this diverse set of leadership positions that really helps him succeed today because he has been able to learn various things from each of his former roles. When asked about the qualities of a good leader, Guy emphasized the importance of having a clear vision for where the group or company wants to go. Without this vision, you will never be able to make that goal a reality. Furthermore, Guy emphasized the importance of persevering through setbacks and speedbumps on the way to that vision. Again, if you are willing to back down at the first sign of adversity, you’ll never make it to your goal.

Guy discussed how Dynamic has evolved over the years. For example, with the founding of Dynamic Attractions, the company shifted away from manufacturing components internally and instead built up its internal engineering expertise. By focusing on the most challenging engineering questions internally and outsourcing manufacturing, Dynamic really refined its place in the industry. Additionally, Dynamic began to do more internal development work that wasn’t necessarily tied to a project. By coming up with innovative new systems, they could then show off their engineering prowess and attract new clients with their new offerings.

Despite being very good at innovating on their own, Guy discussed the value of collaborative innovation with their clients. The most obvious advantage of working with the park or other themed entertainment venue where the attraction will be installed is that the risk of trying new things is shared between that client and Dynamic. Another advantage is that the client usually has a good idea of the type of guest experience they are looking for, and Dynamic has the ride system know-how to make that vision a reality. By knowing who the intended future guests will be, it helps everyone on the project keep the design decisions customer-focused. Guy went on to further discuss the benefit of beginning that collaboration as soon as possible so that the complete team has time to prototype and iterate in order to come up with the best possible solution.

Guy shared that Dynamic’s motto is “Anything you can dream, we can build.” That being said, he emphasized that “dreams can be expensive,” but that with enough resources and time, almost any engineering challenge can be solved. However, most clients don’t have an unlimited budget or unlimited time to open their next big attraction. Dynamic helps customers create the best possible ride within their financial and time constraints. Because of the pandemic, those constraints have gotten even tighter. Many parks are holding off on new developments until they feel confident that they have nearly recovered from the time they were closed or at limited capacity. When asked about the lasting impacts of the pandemic on attractions, Guy said that he believes most of the changes will be within park operations and not the ride designs.

When asked about the most impactful innovations and trends during his 15 years within the themed entertainment industry, Guy first pointed out the popularity of immersive, media-based attractions. Hand-in-hand with that growth has been the evolution of dark rides. Building further on this, Guy pointed out the growing use of sophisticated controls and more complicated software being used to control the motion of ride vehicles. All of these things fall within Dynamic’s list of specialties. As an example, Guy pointed to Harry Potter and The Forbidden Journey at Universal as a good example of all of these trends and how it has been inspiring the next generation of cornerstone attractions at world-class amusement parks. When asked about what he thinks will be the next big thing, Guy pointed to another Universal attraction: the new Mario Kart attraction at Universal Studios Japan. It uses augmented reality to add a whole new level of immersion to the guest experience and further blur the lines between the experience and reality. Going along with this enhanced immersion are even more sophisticated motion bases to really sell the experience the riders.

If you’d like to get in contact with Guy or learn more about Dynamic Technologies, you can visit their website.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca

To connect with AttractionPros: attractionpros@gmail.com

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Brian Yessian is the CCO and a Partner of Yessian Music. Yessian Music is a company that does sound design and mixing as well as creating new music and sound effects for commercials, television, film, rides, and other themed entertainment experiences. They are involved throughout all stages of development, from the concept generation to mixing the final sounds on-site. While Yessian Music is now an international company doing projects around the world, it started out with humble roots near Detroit.

Fifty years ago, Brian’s dad converted an old bait and tackle shop in the Detroit area into a music studio. He was a musician and started writing jingles for the automotive industry. Brian and his brother eventually joined their father in the family business. Brian was a classically-trained clarinet player and enjoyed playing in orchestras. However, he felt himself pulled towards his father’s business, and he and his brother decided to expand outside of Detroit. Yessian Music now has offices in New York City, Los Angeles, and Hamburg, Germany. The leap into the themed entertainment space came about 15 years ago when Brian was working on a project with a producer from Jack Rouse Associates. They were invited to create music for an attraction, and that was the start to Brian’s passion of creating sound for themed attractions. Brian had grown up going to Disney and Universal parks so getting a chance to work on attractions was a dream come true.

One of the most important goals of sound in themed attractions is to immerse the guest into that environment and into the story. In a theme park, it is very likely that the area outside the entrance to an attraction and the inside of a show building are supposed to represent completely different worlds or experiences. Brian says that queue music and sound effects are used to immediately help the guest feel as if they have been transported to a new place. Appropriate music and sound effects work in harmony with the visuals of a space to create the right atmosphere for the upcoming ride. In addition to helping the guest feel transported, sound can help set the tone of the experience by evoking certain emotions within the guests. Whether the attraction will be light and upbeat or a little more moody or mysterious, the tone of the music or choice of particular sound effects that are layered on top of that music can really prepare the guest for the upcoming ride. Those same principles also work during the ride experience itself, not just in the queue.

A key aspect of selling the realism of the attraction’s sound or making sure the proper tonal mood is set is being able to experience the sound within the environment it will be used. Brian emphasized the importance of spending as much time on-site as possible when doing the final mixing and timing of sound in rides and their queues. For example, the size and shape of a room, its acoustics, and the quality and position of the speakers within that room have a huge difference on how music will sound compared to what it sounded like in the very controlled studio. That’s why Brian and his team spend as much time as possible utilizing their mobile soundboards to tweak the sounds on-site. In order to get the little details just right, like a sound that is meant to guide guests to look in a certain direction, the team will sometimes make small tweaks to the direction that speakers are pointing in order to help the visual and sonic realities match. In addition, the amount of bodies in a space can really change the sound quality of an area so Brian will often stick around after a ride opens to see if tweaks need to be made to compensate for a full queue line or a full ride vehicle.

Another unique aspect of creating sound for attractions is that you have to work closely with many other vendors. Brian works closely with the vendor supplying the A/V equipment from the beginning so everyone is on the same page about the audio capability of the system. Brian’s team also has to work closely with the ride vehicle vendor. For example, Brian is currently working with Dynamic Attractions on a new flying theater ride. Since the seats will move, it is important for Brian’s team to know when that movement is happening so they can coordinate the music with those big moments. Additionally, they work closely with the team creating the visuals for the ride, and the final music and sound effects can’t be created until the visuals are nearly finalized so everything can be timed properly. There are also other special effects on some rides, such as scents, water, and wind that need to be understood and taken into consideration to make sure the whole experience is cohesive between all of the guests’ senses. Making sure all of those elements work together in harmony can help a guest experience something new for the first time, and it is important to Brian, his team, and everyone else working on the attraction that the experience be as authentic, but also as breathtaking, as possible. Brian said one of his favorite moments was watching guests ride an attraction for the first time. To see their eyes light up or see them smile makes the many late nights of on-site tweaking completely worth it.

If you’d like to get in touch with Brian or learn more about Yessian Music, you can visit their website.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing by Abigail Giganan
Complete episode summary by Paige Reiter
Scheduling and correspondence by Kristen Karaliunas
Social media marketing by Kate Kujawa
Branding and design by Fabiana Fonseca

To connect with AttractionPros: attractionpros@gmail.com

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AttractionPros has officially reached its 200th episode! To celebrate, we decided to have an episode that invited our audience of fellow attraction professionals to participate in a collaborative conversation. The topic chosen was timely and focused on the resurgence of themed entertainment offerings as vaccinations against COVID-19 climb, infections fall, and restrictions are lifted. While the attractions industry was deemed non-essential by health and government leaders during the hardest moments of the pandemic, attractions will be essential to economic recovery and a return to a sense of normalcy. While some changes are here to stay, there are opportunities for themed entertainment to roar back, and as Johnathan Lee Iverson, the Last Ringmaster of Ringling Bros. Circus, stated, this is a chance for the industry to soar to new heights.

From an economic recovery standpoint, location-based entertainment is essential for drawing people out of their homes, bringing them out into their communities or new areas, and encouraging spending wherever they may be visiting. Tom Moulton, with the Southern Arizona Attractions Alliance, highlighted that attractions are “destination drivers,” bringing money to their communities. This is true whether a family stays close to home or whether they plan an elaborate trip in another state or country. Ike Kwon, with the California Academy of Sciences, expanded upon this economic impact by pointing out the many jobs that are supported by the attractions industry. Ike also pointed out that many attractions are deeply rooted in their communities and even when they faced economic uncertainty due to closures, chose to give back to their communities.

Giving back to the community that embraces them has always been part of the culture for many themed entertainment venues, and that only increased during the pandemic. Ron Gustafson, with Quassy Amusement Park, discussed how the park had been an essential part of its community for 113 years. They chose to support members of their community by partnering with nonprofits in their area to host food drives and collect donations of personal items. Andreas Andersen, with Liseberg, discussed how integral Liseberg is to the “social and cultural fabric of their community.” Theme parks aren’t just places with thrill rides, but they also represent gathering places for shared experiences with family, friends, and even new acquaintances.

Exciting destinations are the perfect places to make lasting memories with loved ones. Greg Fisher, with TripShock, shared the importance of preserving attractions so that memories can be made for generations to come. Adam Sandy, of Zamperla, pointed out that so many shared experiences happen at theme parks, from first roller coaster rides to first dates. Keith James, from Jack Rouse Associates, pointed out that the emotions, the laughter, the joy, and the relief from stress that attractions provide are essential. Theme parks have often been a respite from the chaos of day-to-day life, but now the guests need them to be a respite from the harsh reality of the pandemic and its related challenges.

2020 was an incredibly challenging year for everyone, but many are approaching 2021, and especially its second half, with a renewed sense of hope for a return to pre-pandemic normalcy. Matt Eckert, of Holiday World & Splashin’ Safari, talked about how exciting it was to be open again and gifting happiness and laughter to their guests. After all, those are gifts everyone truly needs after this past challenging year. Audrey Jowett, from Revolution Adventures, talked about how attractions have an ability to give their guests a perceived sense of normalcy by keeping up their enhanced cleaning and safety standards but drawing less attention to it with signage and announcements. Louis Alfieri, of Raven Sun Creative, pointed out some of the connectivity alternatives that have been utilized throughout the pandemic and the ability to deliver some elements of themed entertainment virtually, but he went on to state that nothing completely replaces the value of real-world destinations.

Whether they are family entertainment centers, zoos, aquariums, museums, theme parks, or other location-based offerings, attractions offer opportunities to have adventures with our friends and family that turn into life-long memories. Mark Rosenzweig, of 3dx Scenic, stated that the world is an exciting place that should be explored. Brandon Willey, from Hownd, pointed out that “humans crave experiences,” whether they are looking to learn something new, “get a dose of adrenaline,” or celebrate with loved ones. There are many different reasons for wanting to visit an attraction.

Besides being places that offer a good time, many experiences sneak in educational moments for their guests. Some of the best venues for “edutainment” are zoos, aquariums, and museums. Felicia Cook, with The Dolphin Company, discussed the importance their “nature ambassadors,” or the animals in their care, have on the guests that visit. In addition to conducting research and educating the public on the importance of wildlife, attractions like The Dolphin Company contribute directly to the health of Earth’s ecosystems by rescuing, rehabilitating, and releasing animals. Jennifer Berthiaume, of Lion Country Safari, discussed the importance of educating the public about conservation by highlighting humanity’s connection to wildlife. Jennifer also highlighted a study from the St. Louis Zoo that found that “a visit to the zoo is good for health,” physically and mentally.

The pandemic has put an increased amount of strain on many people’s mental wellbeing, which has brought greatly-needed attention to the importance of taking care of one’s mental health in addition to physical health. Sarah Cole, of Glazer Children’s Museum, pointed out that children have been greatly affected by the isolation of the pandemic, causing a mental health crisis in kids. She said that museums and other attractions offer a “space for respite and joy.” Marcus Gaines, from Coaster Touring, agreed and stated that the escapism granted through location-based experiences help to promote mental wellness. Paul Griffiths, of Painshill Park Trust, talked about how attractions create spaces for employees and volunteers to escape from loneliness and connect with each other and guests in a meaningful way. He also discussed how connecting with nature through parks and other outdoor venues are opportunities to better our mental and physical well being.

However, green spaces aren’t the only attractions that improve their guests’ mental and physical wellbeing. Ryan Borton, of Funovation, discussed how Funovation’s offerings, like their laser mazes, challenge players’ “brain and brawn.” This mental and physical challenge is fun but also rewarding for both mental and physical wellness. Similarly, Luke and Cody Schueler, of Flying Squirrel Sports, talked about the many physical benefits of playing at indoor trampoline parks and similar attractions, such as improving your coordination, practicing your balance skills, and reducing your fatigue. Additionally, these sorts of experiences can increase bonds between family and friends, to the benefit of everyone’s mental wellbeing. The opportunity to get out and play at attractions is something that was greatly limited during the worst days of the pandemic, but people are certainly wasting no time getting back to these fun, physical, mentally-freeing activities.

Another important aspect of the return to these fun activities and attractions is making sure that they are safe and accessible for all. Bob McCullough, of Morgan’s Wonderland, discussed the importance of having accessible options that anyone can enjoy. Morgan’s Wonderland was designed to accommodate guests of all ages and abilities and to remove barriers so that anyone attending can have a wonderful experience. Pam Landwirth, from Give Kids the World Village, also discussed the importance of accessibility and highlighted the accessible rides gifted to the park by Zamperla. Pam summed it up beautifully by saying, “To see the joy on a child’s face to ride a ride for the very first time and to see their parents crying because they’re able to watch their children do it, I think that’s what makes us essential.”

In addition to providing magical moments for all guests, many attractions also provide a fulfilling purpose to their employees. Rachel Harper, of Castle Fun Park, pointed out that many employees of attractions would describe themselves as “people people” and find joy in going above and beyond to give their guests an unforgettable experience. I, Paige Reiter, the writer of the weekly AttractionPros podcast summaries, shared a story I had heard about a volunteer at Give Kids the World who didn’t find their purpose in life until they helped create cherished memories for the critically ill but incredibly brave children and their families who visit the park.

There are many remarkable stories related to the incredible impact that attractions have on their employees, their guests, and their communities. AttractionPros will continue to do our part to highlight the many amazing attractions, experiences, and the people that make them happen for many episodes to come. Please contact us on any platform if you’d like to contribute a story, suggest a guest, or highlight an attraction.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing - Abigail Giganan
Complete episode summary - Paige Reiter
Scheduling and correspondence - Kristen Karaliunas
Social media marketing - Kate Kujawa
Branding and design - Fabiana Fonseca

To contact AttractionPros: attractionpros@gmail.com

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Johnathan Lee Iverson has the humbling title of The Last Ringmaster. For almost twenty years, Johnathan was the ringmaster for Ringling Bros. and Barnum & Bailey Circus, also known as The Greatest Show on Earth. He earned the title of The Last Ringmaster because he held that role when the circus gave its last performance in 2017 before shutting down. Johnathan says that title may have an asterisk behind it now that there are rumors that the Ringling Bros. Circus may be returning someday.

When he was just eleven years old, Johnathan joined the world-renowned Boys Choir of Harlem and was introduced to the world of music. Beyond growing as a musician, Johnathan learned many lessons during his years with the Boys Choir of Harlem. Those lessons included learning how to accept failure, how to utilize your specific skills and tools, how to build meaningful relationships, and how to work hard for something you really want. All of these skills are incredibly transferrable and have been vital throughout his life, including his time as a ringmaster. Johnathan would go on to study music at LaGuardia High School of Music & Art and Performing Arts and then the Hartt School of Music at the University of Hartford. Johnathan was on track to move to Europe and become an opera singer when he happened to run into the director of the Ringling Bros. Circus one day. They were looking for a singing ringmaster, and though he was initially skeptical of the idea of making a career out of being a ringmaster, Johnathan auditioned for the role against thirty other candidates. Upon earning the job, Johnathan became the Ringling’s first ringmaster from New York, its youngest ringmaster, and its first Black American ringmaster. Johnathan’s story and talent quickly made him famous and helped Ringling Bros. Circus break records, but his gift resonated with individual members of his audiences in ways that couldn’t be measured by ticket sales or attendance numbers.

Johnathan stated that the role of a performing artist shouldn’t be for yourself but should instead inspire others and push the standard of your craft higher. Johnathan shared some of the many stories about the children whose lives he touched during his time as Ringling’s ringmaster. One child who heard his words chose to become a speaker. Another girl who had been shy before was inspired by Johnathan through a short interaction to become a performing artist. A mother shared that her autistic son spoke his first words at the circus and now loved their yearly trips to watch the performance. Johnathan says that he will likely never know the extent of the people that he and the rest of his circus coworkers had an effect on, but he knows that his voice, his words, and his gift continue to make a lasting impact.

For several years, Johnathan teamed up with fellow circus performer, Paulo dos Santos, to visit schools and talk about bullying. Paulo is a little person. Upon meeting each other, Johnathan admits he had to reassess his personal bias about Paulo. For example, Johnathan says that Paulo can pick him up and do squats as if Johnathan weighs nothing. In addition to being incredibly strong physically, Paulo is strong mentally and emotionally. As Johnathan put it, most people outgrow or can change the thing that they are bullied for, but that isn’t the case for Paulo. He uses this and what he has learned over the years to inspire kids to think twice about bullying others and to help those who are currently on the receiving end of bullying to realize that they can be strong and successful like Paulo.

One thing that Johnathan loved about the Ringling Bros. and Barnum & Bailey Circus was that it showcased the talent of such a diverse group of people. The performers came from different countries, spoke different languages, and showcased elements of their different cultures. This broad array of people came together to celebrate their wonderful differences but also find some commonality between them. Many people that visit the circus get to see talents and sights that they may never experience otherwise. Some examples of this are the talented animal actors. Johnathan said that one thing you can really see in the shows is that the different animals are all unique and have their own personalities.

Additionally, Johnathan is the ringmaster for Omnium: A Bold New Circus, which recently launched a virtual circus experience but hopes to launch an in-person component in the future. Omnium aims to “broaden the tent” and features “uniquely unified, multi-talented, multi-racial, and multi-abled performers” in a celebration of diversity and inclusion. One star of this new circus is Jen Bricker-Bauer, an aerialist who was born without legs. During the virtual show, she shares the fact that she grew up in a household where she wasn’t allowed to say she can’t do something because her family knew that wasn’t true. Johnathan describes her and their fellow Omnium performers as a celebration of the “depth and breadth of the human family.” They also aim to make circus tickets available to people that may not be able to afford them or might not be able to attend the circus for other reasons. Omnium also tries to eliminate as many accessibility barriers as possible by offering integrated American sign language interpreters, audio description of the entire show, reduced sensory seating areas, and other personalized accommodations. Johnathan hopes this celebration of commonality and ability to come together despite differences can seep into more of our society and help make the world a better place.

If you’d like to learn more about Omnium: A Bold New Circus or watch their virtual performance, visit their website. If you’d like to connect with Johnathan, you can contact him at his website or by the handle @lastringmaster on almost all social media platforms.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing - Abigail Giganan
Complete episode summary - Paige Reiter
Scheduling and correspondence - Kristen Karaliunas
Social media marketing - Kate Kujawa
Branding and design - Fabiana Fonseca

To contact AttractionPros: attractionpros@gmail.com

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Mary Tannous calls herself the Queen of Feedback. She’s been in the attractions and hospitality industry for over twenty years. During that time, she has gained expertise in many different areas of the industry, from sales and corporate strategy to technology and training. She’s a world traveler, speaks multiple languages, and has worked and lived in many different countries. Mary is a certified life coach, an active member of her community, and a business owner. Mary now acts as a consultant to hospitality and attractions companies, utilizing her years of expertise to look for growth opportunities. Mary says that many of these opportunities start by focusing on delivering a good guest experience.

Mary emphasized the importance of a consistent company culture that is aligned with that company’s brand and mission. She focused on the fact that this culture and the behaviors that it fosters need to be consistent from the very top of the company down to the very bottom. Having the right company culture is often the first step to fostering a great guest experience. One reason for this is that in successful companies, leaders are able to empower their employees to respond to feedback, judge the situation, and take action to remediate a negative situation. In a company where the culture isn’t as well established or trusting of its employees, frontline workers might not feel that they have the authority or the support to make those judgment calls. However, if managers can lead by example and create a positive work environment where all employees feel valuable and connected to the company’s overarching purpose, excellent customer experience is sure to follow.

When approaching a new case, Mary goes into the organization with the belief that most leaders have good intentions on their way to achieving good results. However, Mary is often there to point out that the company culture that the managers might want or even the culture that they think they have may not actually be a reality. As an objective third party, Mary steps in to help provide candid insight into where the company is, what it does well, and where it could improve. In other words, Mary provides critical feedback to her clients.

When giving feedback, it is important to provide it while in the mindset of wanting to help, not tear down. Mary takes every opportunity she can to provide constructive feedback, whether that be at a theme park or a hotel or a restaurant. Without feedback, how else can a company know that something is wrong that it needs to fix? When receiving feedback, it is important to listen but not take the feedback too personally. While the information being shared is an opportunity to learn and improve, it shouldn’t be an excuse to dwell on a mistake. Receiving feedback, though, is easier when it comes from a place of compassion, as stated earlier. This brings us to the idea that while expectations for good guest service have grown over time, there should also be an understanding that we, as guests, need to do our part to make the guest experience as positive as possible. When working together and communicating with respect and compassion, providing feedback can be a win-win situation for the guest and the recipient of the feedback.

Feedback between a company and its guests can be incredibly challenging, but feedback between teammates can be just as difficult. Part of a leader’s job is to build up and support the right team for whatever job they need to do. It is important for employees to understand their specific roles and expectations as well as have a sense for how their job contributes to the company’s overall mission. This is another important aspect of empowering workers. Sometimes, though, a team member might not be a good fit for a role, or they might not have a good understanding of their responsibilities. A manager’s job involves communicating with and training this employee so that they have all the tools they need to succeed. Expectations need to be clear and consistent, and if an employee is failing to meet those expectations, that information should be clearly communicated to them. It’s also important to give that employee adequate time and opportunity to adapt to the feedback and improve. However, if sufficient improvement doesn’t occur, then it might be time to fire that employee. It’s important to remember that that doesn’t necessarily mean the employee is a poor worker; they might just not be a good fit for the role they were in. The main takeaway is that an employee shouldn’t learn for the first time that they aren’t performing adequately at the time of termination because that doesn’t give that employee adequate time to respond to the feedback.

Mary also shared a priceless piece of advice with regards to customer service: “you can’t please everyone.” Instead, she suggests focusing on giving the best possible experience to the guests that you can please. Especially during these challenging times of the COVID-19 pandemic, it can be challenging to keep guests satisfied as some places roll back precautionary measures and others take a slower adoption strategy to new guidance. Mary urges everyone to focus on the things that they are able to control and do the absolute best with the information available at the time.

If you’d like to connect with Mary, you can find her on LinkedIn, Instagram, and Twitter.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing - Abigail Giganan
Complete episode summary - Paige Reiter
Scheduling and correspondence - Kristen Karaliunas
Social media marketing - Kate Kujawa
Branding and design - Fabiana Fonseca

To contact AttractionPros: attractionpros@gmail.com

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Become a Google Things To Do Beta Tester!

In March, news leaked out that Google would be launching a new program for activities and experiences operators called Google Things To Do. Redeam is a Google Things To Do launch partner, with a unique opportunity to bring a few qualified, early adopter operators into the beta test. Interested in learning more about joining the Things To Do beta test?

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Episode 197 Summary

Keith James is a Partner, an Owner, and CEO of Jack Rouse Associates (JRA), a design and production company of just over forty employees located in Cincinnati, Ohio. JRA was founded in 1987, and Keith joined in 1992. JRA provides its design and project management expertise to a wide range of clients both within and external to the attractions industry. Their clients range from domestic and international amusement parks, museums, and other themed entertainment offerings to corporate entities looking to tell a compelling story about their brand.

Keith began his nearly fifty years in the themed entertainment industry with a summer job at Kings Island. At the time, Keith was a student at the University of Cincinnati, studying theater and stagecraft. He needed a summer job in order to pay his tuition, so he became a stage manager at Kings Island. What was especially exciting about his first venture into the attractions industry is that he was working at Kings Island during its opening season. Looking back on that summer, Keith had no idea that such a successful career in the themed entertainment industry would follow. At the time, he was just having a great time with 3000 other employees his age. Some of those coworkers would go on to be lifelong friends and even business partners. One of the performers in the theater would later become Keith’s wife! After that summer, Keith stayed for 17 years with Kings Island and Cedar Fair. Subsequent jobs would take him and his family to Toronto, Vancouver, and Australia. Then, Keith returned to the United States and moved to Orlando to help open Universal Orlando Resort. After several years with Universal, Keith was hired by JRA in 1992. Since then, he’s worked on countless themed entertainment projects around the world, but according to Keith, he has “never worked a day in his life.”

When asked about how JRA approaches different types of experiences, Keith said every project starts with the same thing: a story. A company or client will come to JRA with their vision of a future attraction or experience, and JRA’s goal is to enable that vision as closely as possible. JRA helps the client fully define the story they’d like to convey and the emotions that they’d like their guests to feel. They also carefully define the target audience. For example, a science museum might be tailored for older students while a theme park might want to keep every member of a family involved. After these core details are established, the JRA team dives deeper into how to make the vision a reality. For example, every client will have a timeline and budget, and these constraints help decide what opportunities are still possibilities. In some cases, the limiting factor is the technology available within these constraints.

When discussing the role of technology within attractions and their development, Keith emphasized the importance of using technology to enhance, support, or convey the story. Unlike the Wizard of Oz, we want to keep the technology hidden and out of mind so that the magic and immersion of the experience take center stage. Keith learned this valuable lesson as a college theater student when someone told him that the goal of a stage crew is for the audience to leave talking about the show and the story, not the set pieces, costumes, or special effects. All of those things are important and key to conveying the story properly, but it is ideal for the guest to be so immersed in the story that they don’t separate those details from what they just experienced. Ultimately, JRA’s mission is “designing dreams and delivering wow moments.” One example of a wow moment that Keith provided is the first time a parent watches their child hug Mickey Mouse. During that moment, you don’t want that parent or their child focused on the technology used to make Mickey blink or speak. Instead, you want them completely focused on that magic moment, which will become a precious memory and stick with the family for years.

Additionally, Keith talked about how JRA helps corporations create customer-focused experiences and storytelling moments that help customers “live that company’s brand.” While there is a fine line between something being overtly commercial or creating an exciting experience based on a particular brand, Keith emphasized the value of creating positive memories that are associated with a particular brand. Furthermore, Keith discussed how the line between the themed entertainment industry and other industries is becoming increasingly blurred. He even referenced a paper called “What do we do when the whole world is themed?” People are expecting more and more positive and elaborate experiences, even with things that used to be traditional, boring purchases. Nowadays, companies often have to think about the unboxing experience or the social aspects of their product instead of simply focusing on the product itself. It has created many opportunities to utilize skills from the themed entertainment industry in other sectors. However, the exchange of skills, information, and technology goes the other way as well. The themed entertainment industry constantly brings new technology and techniques from other industries and utilizes them in innovative ways. According to Keith, having more toys in the toy box to play with leads to more options, more fun, and more creative solutions to enabling the customer’s vision for a future entertainment offering.

Lastly, Keith offered some advice for young professionals just starting in the themed entertainment industry or trying to break into it. Just as he had done that first summer at Kings Island, Keith suggests seizing every possibility that is presented to you. Even if someone approaches you with a problem or task that you aren’t sure how to solve on your own, find or make some friends that can help you tackle the challenge. Additionally, Keith suggested reaching out to volunteer or ask industry professionals for ideas for how to get involved. Keith also emphasized the importance of being curious and interested in learning.

If you’d like to learn more about JRA or get in touch with Keith, you can find more information, including contact information, on JRA’s website.

This podcast wouldn't be possible without the work of our amazing team:

Audio and video editing - Abigail Giganan

Complete episode summary - Paige Reiter

Scheduling and correspondence - Kristen Karaliunas

Social media marketing - Kate Kujawa

Branding and design - Fabiana Fonseca

To connect with AttractionPros: attractionpros@gmail.com

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Become a Google Things To Do Beta Tester!

Interested in learning more about joining the Things To Do beta test?

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Monai Rooney is the Executive Director of Big Break Foundation, which was founded in 2020. After the murder of George Floyd, a greater spotlight was put on the need to diversify the stories being highlighted, the talent being hired, and the audience being reached by themed entertainment. Big Break Foundation’s mission is to “shatter the systemic barriers within the location-based experience industry.” Monai emphasized the importance of starting to create change within your spheres of influence and local communities before expanding to more areas. That is why Big Break Foundation is starting with companies and facilities tied to amusement parks, museums, zoos, aquariums, family entertainment centers, live shows, and other related entertainment offerings.

She describes herself as a “professional do-good-er,” and she attributes this fact to her parents, who always “led with love.” Monai and her brother are biracial and were the only students of color in their school in San Jose, California. Later in life, Monai would attend college, but she chose not to finish because she preferred to learn new skills on-the-job. Monai may have subconsciously fallen in love with themed entertainment during a two month long road trip that she took with her family when they moved from San Jose to Orlando, Florida when she was twelve. On the way, they passed through 30 states, visited every Six Flags in the country, and went to tons of zoos, family entertainment centers, and museums. At one point, she was getting sick of attractions and just wanted to swim in the hotel pool. However, her family insisted that these were adventures that she would never forget. Monai says that one of her first big breaks came when she started working at Give Kids the World Village. Monai describes a “big break” as an opportunity to use your skills and experiences in a way that makes you shine instead of having to fit into someone else’s mold. At Give Kids the World, Monai worked a variety of roles, including guest services and attractions. Her second big break came when she was asked to lead Big Break Foundation as their Executive Director. In her current role, Monai strives to create a more equitable and diverse themed entertainment industry where more people, especially those from marginalized communities, can find their big break.

One of Big Break Foundation’s current focuses is teaching an organization’s leadership about the importance of Inclusion, Diversity, Equity, and Accessibility, or IDEA. One reason that Monai is focusing on educating those at the top of companies is because they are the ones making the highest-level decisions affecting their organizations. Without their support and buy-in for organization-wide change, very little can be accomplished. The information that the leaders learn will be trickled down to employees underneath them, which will lead to change throughout the organization. Monai and her team start their leadership training by explaining the overwhelming, data-driven benefits to diversifying a company and amplifying a variety of different voices. Then they dive into the psychology behind bias and how it is something that everyone has, no matter the environment in which they were raised. After thoroughly explaining the “whats” and the “whys” of the need to focus on IDEA, Monai and her team dive into the “how.”

One key question that a lot of people beginning this journey have is how to measure the change and how to know when the work is done. The short answer is that a commitment to IDEA is never “done.” An organization’s planning, marketing, or product strategies never stay stagnant over time. Instead, they adapt to the current market and try to anticipate what lies ahead. Similarly, a company’s IDEA strategy must be maintained and updated over time. That being said, there are still helpful metrics that can be looked at to know if an organization is trending in the right direction. Diverse teams and companies are more innovative, and they tell better stories with their entertainment offerings. These better stories have greater representation, which is representative of their diverse creators and also the broad audiences they aim to connect with. Furthermore, taking a look around the organization and seeing diversity is a great indicator that the initiatives are making their way back to hiring strategies. The themed entertainment industry is a very interconnected one, and often knowing people within the industry can be a key to landing a role there. While this is sometimes a great thing and can help create connections, it can also be excluding to very capable individuals who may just have had fewer opportunities to connect. Ensuring that a diverse set of candidates is being evaluated for new roles is an important part of this change.

Monai also emphasized that not every person or every company’s diversity journey will be the same. This is one reason that professional outside help, such as the leadership training from Big Break Foundation, can be so helpful in understanding where you are, where you want to go, and the best path to get there. A large company with deeply ingrained processes might need more time to come up with new strategies and roll them out compared to a small startup. Additionally, the existing knowledge of leadership and employees about diversity topics and the existence of IDEA-focused policies will also make a big difference on the approach. No matter where someone is starting from, understanding the need for a commitment to inclusion, diversity, equity, and accessibility is the first step into making attractions and experiences that benefit everyone.

To get started, Monai suggests checking out the Act Now Toolkit on Big Break Foundation’s website. She also is more than happy to hear suggestions or ideas related to these topics. You can contact her on her LinkedIn or via her e-mail.

To connect with AttractionPros: attractionpros@gmail.com

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Donnelly Williams is the Business Development Manager at Altec Integrated Solutions Ltd. Altec provides state-of-the-art ride controls, safety systems, and show controls to theme parks and entertainment OEM’s worldwide. Altec works with their customers to solve their toughest control and safety challenges using Altec's depth of experience and the latest technology to provide innovative solutions. As the industry begins its pandemic recovery, Altec looks forward to expanding their show action equipment business in addition to the ride controls and safety systems they are known for.

Donnelly grew up naturally curious about everything around him. He would often take apart his toys to understand how they worked. Donnelly was also captivated by movies, and he decided that he would love to work on visual special effects some day. An episode of the TV show, Magic Mirror, helped Donnelly discover that mechanical engineering was what he would study in college in order to realize that goal of working on movies. On the show he saw a mechanical engineer working on an animatronic, and he knew that was the career for him. After college, Donnelly had a variety of engineering and project management careers. At one point, he accidentally found his way into the theme park industry while working for Dynamic Attractions, then Dynamic Structures. While he enjoyed the mechanical and structural side of the projects he worked on, Donnelly's natural curiosity made him want to understand more about the controls and electrical side of projects too. To learn more about these topics, Donnelly returned to school with this new focus. Upon graduating, he chose to stay within the attractions industry he had found and began working for Altec, where he has been for the past eight years.

One of Altec's greatest strengths is that they get involved at the very beginning of the ride development process, working during the early project commissioning stages to deeply understand the customer's requirements, expectations, and vision. Because of their involvement so early in the process, Donnelly and his team have ample time to assemble the right team to make the customer's dreams come true with the highest possible quality. From the early stages to the launch of the new ride, there is a relentless focus on safety. Throughout the process, the team works to identify potential risks and hazards of the attraction and mitigate those risks as much as possible. Risk management on theme park attractions can happen in many different ways: design changes, mechanical or electrical solutions, controls and sensor-based options, or even operational guidelines. These operational mitigation strategies could include suggesting what is said during a ride attendant's safety announcements, change the way restraints are checked, or even create strict guidelines as to what height a guest must be in order to safely enjoy the ride.

Donnelly grew up with a passion for movie-making and special effects, but that industry wasn't particularly prominent in the area of Canada where he grew up. In order to have the chance to learn the skills necessary to break into the industry he admired, Donnelly saw opportunities to learn and grow in related fields. For example, there weren't any animatronics companies near him, but there were oil and gas corporations. While they didn't make singing and dancing robots, oil and gas utilize robots in other ways, such as cleaning out pipes. While the robots themselves have different goals, they are made of many similar components and require similar controls protocols to program and operate. Similarly, Donnelly took a job at one point in his career where he designed HVAC systems. Knowing how to manage requirements, design systems, and create engineering drawings is a useful skill in almost any industry. All of these opportunities helped build up Donnelly's skill sets as he made progress towards ultimate career goals.

When asked if he had any advice for individuals that were laid off during the pandemic and were apprehensive of "starting over" in a new role or industry, Donnelly shared the fact that you never really have to start from scratch. Many skills transfer well between industries, from soft skills to technical engineering experience. Donnelly shared that a few times during his career, a move to a new role required a step down the corporate ladder. However, his previous experience from other roles allowed Donnelly to take even larger steps up the ladder once he had a chance to find his place in the new company. This fact is one reason that Donnelly stressed the importance of not getting caught up in whether a new role required a temporary step backwards. Instead, he emphasized focusing on the end goal and what lies ahead.

Donnelly also emphasized the importance of finding and showing your passion, whatever that may be for. As an example, he talked about a TV show that he watched with his family about skateboarding. Donnelly was impressed by the passion that was on full display in the show. Even though he previously had no desire to learn how to skateboard, this show got Donnelly thinking that it could be fun to try since everyone in the show looked like they were having a blast. Passion is truly infectious and can really have a positive effect on projects and the team members that are working on them. Another thing that Donnelly demonstrates and suggests others try too is tackling challenges or weaknesses head-on instead of avoiding them. For example, Donnelly shared a story about how he had to give a toast at a wedding where he was a groomsman. It went very poorly, but instead of choosing to hide from public speaking forever, Donnelly joined Toastmasters and worked very hard to improve his communication skills. This decision to tackle something that scared him would eventually help Donnelly be a better overall leader because of his improved public speaking ability. He advises that you never know when tackling one of your biggest challenges or fears might lead to the next great opportunity.

To learn more about Altec, visit their website. Furthermore, if you'd like to connect with Donnelly, contact him via LinkedIn or through Altec's website.

To connect with AttractionPros: attractionpros@gmail.com

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Episode 194

Ted Molter has spent over 30 years utilizing his public relations (PR) and marketing skills in the attractions industry to advance the conservation goals of zoos, aquariums, and other animal-focused experiences. Ted has a deep love for animals and has enjoyed a long career at SeaWorld Ohio and the San Diego Zoo Wildlife Alliance. Most recently, he was the Chief Marketing Officer (CMO) at the San Diego Zoo. Even in his retirement, Ted is helping to further conservation efforts. At the same time, Ted emphasizes practical skills of utilizing effective marketing and offering outstanding customer service to fund these efforts.

Ted grew up in northeast Ohio. He loved animals and dreamed of pursuing a career in marine sciences despite living in the middle of the United States. Ted would often visit zoos, aquariums, and theme parks in order to interact with animals. When he was six or seven years old, Ted’s dad drove them to the airport to watch animals be unloaded from planes and transported to the new SeaWorld Ohio park. This vivid childhood memory would stick with Ted throughout his life. One of Ted’s first jobs was taking care of fish in a pet store. He’d later get a summer job working as a parking attendant, or “vehicle placement engineer” as Ted called it, at SeaWorld Ohio while attending Kent State University. Over the next decade or so, he found opportunities to work hands-on with animals before transitioning into a role with the PR department. Then, Ted transitioned to the San Diego Zoo where he would spend over 20 years in the PR and marketing departments, helping to advance San Diego Zoo’s fight to end extinction.

Ted learned many of his practical, interpersonal, and business skills from his entrepreneurial father who ran a retail carpet store. Ted’s father taught him the importance of advertising, often reinforcing his belief that it was essential that 10% of all spending be used to reach new and existing customers. Additionally, Ted learned a lot by watching how his father interacted with people at different levels within his business. He treated everyone, from managers to janitors, with respect and with an understanding of the importance that they each played to the business’ overall success. Ted would take this lesson with him when he became a people leader. He loved building up and nurturing his teams while providing them with the platform and resources they needed to achieve their goals and further their mission.

Ted is a firm believer in the shared health of our planet and believes that, as a living thing, Earth needs to be cared for and nurtured. “One planet. One world. One health.” When asked what we can do to make a difference, Ted offered numerous ideas, with many centering around the idea of using and consuming less. He encouraged shopping in ways that require less packaging, such as going to stores and buying things from farmers’ markets. He also talked about the benefit of eating less meat. Another example Ted brought up that people may have noticed while on vacation is the request to hang up their towels in their hotel rooms. This allows the hotel to run fewer unnecessary loads of laundry, which lowers their water and energy consumption. Ted also talked about harder needs that will require coordinated efforts between ecological and conservation groups, such as the huge biological and economical benefit of preserving and restoring coral reefs. Humans have become the dominant species on Earth, and unfortunately, not in a positive way. It is important that we notice what is happening and care to make a change. Ted emphasized the importance of choosing even small changes that we can stick with in order to start making a difference. Ted went on to discuss the incredibly important role that zoos and aquariums play in conservation. The zoos and aquariums themselves are an opportunity to teach people about biodiversity and how we impact it, but they also do so much more in the background to rehabilitate animals, keep populations healthy and diverse with breeding programs, and work to protect as many animal habitats as possible.

When preparing for the centennial celebration of the San Diego Zoo, Thinkwell Group introduced Ted and his team to the term “emotional souvenir.” Emotional souvenirs are memories and shared experiences that we share with family and friends. They leave an impression on us and stick with us throughout our lives. The vivid memory that Ted has of him and his father watching the animals being unloaded from planes at the airport is an emotional souvenir that has had a significant impact on his life. All attractions and their employees have the opportunity to provide and enhance these emotional souvenirs for their guests. These sorts of things can turn a one-time visitor into a repeat customer and a long-time advocate for your brand.

Though Ted has retired from his role as CMO at the San Diego Zoo, he’s continued to stay involved with the attractions industry. He’s a long-time IAAPA member, has acted as a board member, and also contributed to education and certification initiatives. Additionally, Ted is keeping busy with Digital Performance Group (DPG), a company that uses data analysis to understand how guests interact with attractions they visit and offers suggestions on marketing campaigns to increase visitation. Ted noted that as pent-up demand caused by the COVID-19 pandemic wains, having a strategy for finding new customers and delighting them will become even more important.

If you’d like to contact Ted with regards to DPG marketing assistance, you can reach him at ted@dpgads or on their website. For other inquiries, you can reach Ted at ted.molter@icloud.com.

To connect with AttractionPros: attractionpros@gmail.com

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Ryan Stana is the Founder and CEO of RWS Entertainment Group, a live entertainment production company across many different platforms and sectors, ranging from touring attractions and Broadway shows to corporate functions and the hospitality industry. Ryan grew up as an only child in a small town outside of Pittsburgh, PA. He learned his “no fear” mentality from his two entrepreneurial parents. This would give him the courage to open his own company in 2003.

Ryan loved performing as he grew up, and he also loved handling the logistics and organizational aspects of performances. When he was 17, Ryan got a gig with an entertainment company in Pittsburgh to organize, write, and choreograph a corporate event. This opportunity really helped him solidify his love for the entertainment industry. Later, Ryan would go on to become an associate producer for an entertainment company. While he absolutely loved the creative aspects of the job, he found himself frustrated with the company’s seeming lack of financial sense. This inspired Ryan to quit and form his own company, RWS Entertainment Group. Ryan would e-mail his previous clients, saying he worked for this new group, without admitting he was the owner yet, since he was still very young and worried that he lacked credibility as an owner. It wouldn’t take long for RWS Entertainment to grow into an impressively large company that Ryan was happy to claim ownership of as its Founder and CEO. (As a side note, Ryan emphasized the importance of having your employees sign non-compete agreements to prevent this exact scenario.)

When asked if he had advice for people interested in starting their own business, Ryan admits that he would never be able to start a business now that he is in his 40s. When he was in his 20s, he was ready to work around the clock. Though, that seems to still be very true today as well. Ryan did say that a business owner needs to be prepared to experience the lowest lows that anyone can experience. However, he also went on to say that business owners will be rewarded with the highest highs as well. That sort of experience may not be for everyone, but Ryan absolutely loves his business.

Ryan has been very successful at sustaining and even growing his business during times that are challenging for the entertainment industry. In 2008, when the United States was experiencing a severe recession, RWS had its largest growth of about 220%. During this time of economic hardship, RWS’s value became even more evident. Instead of a theme park hiring several individual actors and paying a company to come up with a new show, they could utilize the one-stop-shop solution that RWS Entertainment offers. RWS would audition and select a single group of entertainers who could, for example, perform six different shows with six different themes or IPs represented. This was extremely valuable to theme parks and took a lot of the responsibility off of the park’s shoulders, allowing them to streamline and focus their attention on maximizing their guest experience offerings and profit.

Understandably, the COVID-19 pandemic was tougher to navigate, especially when many of the shows, tours, and other entertainment offerings RWS supported were forced to completely suspend operation, bringing in no money for months. Navigating the pandemic as RWS’s CEO has been incredibly challenging for Ryan, but he also emphasized the importance of stepping up and being a true leader during these uncertain times. When asked about some of his key initiatives during the pandemic, Ryan shared his four key values for running his business during the pandemic. The first is that employee safety comes first. Secondly, Ryan makes it his mission to over-communicate with his employees and his clients. Third is the importance of being innovative, and fourth is Ryan’s desire to lead his company with strong actions.

One of the strong, innovative actions Ryan took was creating RWS Staffing. RWS Staffing addresses the seasonal employee shortages that theme parks have been facing during the pandemic. RWS holds casting calls in over 100 cities around the world each year, and of the 20,000 people who addition, only about 5,000 people are hired for roles. RWS Staffing goes back to the list of talented entertainers that weren’t offered roles and offers them a frontline, guest-facing role at theme parks. These new employees, who have an entertainment background, have raised the parks’ guest experience scores dramatically, which often leads to increased revenue in both the near- and long-term. For high-achieving employees in this program, the performers are offered a private audition with agents and have the opportunity to move on to the next stage in their performance careers. This is just one of the many ways that Ryan and his companies are having a positive impact on the themed entertainment industry during these challenging times.

During his career so far, Ryan has earned an Emmy, a Brass Ring, and a Golden Ticket. When asked which of the rewards was most exciting to him, Ryan stated that they all are very special. He spoke fondly of the first Brass Ring award he received for working on a main stage show for Santa’s Village in Jefferson, New Hampshire. He said that thinking back to the excited looks on the park’s owners’ faces when they found out that they had won still gives Ryan chills to this day. Ryan also spoke fondly of receiving the Golden Ticket award for Supplier of the Year. That win had been the first time that an entertainment firm had ever taken home that title. Ryan added that he hopes that one day the Brass Ring and Golden Ticket awards will be just as prestigious as an Emmy because they deserve to be.

If you’d like to get in contact with Ryan, you can contact him through his companies’ websites, experiencerws.com or bindercasting.com, or contact him directly on Facebook, LinkedIn, or Instagram.

To connect with AttractionPros: attractionpros@gmail.com

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Melanie Meador, CEO of Redeam, has over 25 years of experience in attractions industries. She started in hospitality. Then, she began working in the online travel sector at Orbitz Worldwide, where she played a part in transitioning hotels from a largely offline, manual industry to a highly digital, online ecosystem. She then spent over six years in fintech, which is the intersection of finance and technology, at Bankrate. She also has run a humanitarian non-profit foundation with her husband. The travel industry is Melanie’s passion, and she would make her return to it by joining Redeam as CEO.

When people go on vacation with their friends and family, they want the process to be easy and seamless so they can focus on enjoying the experience. Many aspects of the travel industry have made their products and services easy to find, buy, and start enjoying or using immediately. For example, airlines utilize mobile boarding passes and kiosks to make checking in for a flight as convenient as possible. Similarly, hotels utilize online bookings and mobile phones as keys to allow guests the ability to head straight to their room whenever you arrive. Unfortunately, the attractions industry has been a little slower to adopt these conveniences than the rest of the hospitality industry. Melanie is helping to modernize and digitize the attractions industry to help improve the guest experience.

Redeam offers a variety of products and services that aim to increase efficiency for attractions operators, ticket resellers and vendors, and guests. Redeam began as a voucher processing platform. Before its introduction, attractions ticketing was largely a manual process, especially if a guest purchased a ticket from a reseller or distributor. Melanie shared a personal story that proved to her that a change was necessary for the attractions industry. While on a trip with her husband in Kyoto, she purchased tickets for a rickshaw tour. After the purchase, she received instructions saying that she needed to print out the voucher and take that voucher to the attraction’s ticketing center. However, she was staying at an Airbnb with no way to print it out, but she figured that the attraction could look up her reservation using the information she had on her phone or some identification. However, when she made it to the rickshaw tour’s ticketing center, her reservation wasn’t recognized or in the system at all. They needed that physical print-out to be able to move forward. Not only was it disappointing that the experience that Melanie had already paid for couldn’t be honored, the episode highlighted how clunky and inefficient many ticketing experiences are within the attractions industry.

Originally, Redeam aimed to tackle the voucher distribution problem by offering a service that added barcodes to tickets that guests purchased from redistributors. This would allow a guest to take that voucher to the attraction’s ticketing booth, have the voucher scanned, all of their data would be transferred to the attraction, and then the ticket could be given to the guest. However, while this did add some efficiency to the process, it still wasn’t addressing the root cause of the issue.

Melanie and the team at Redeam took things a step further by creating a channel management system for attractions and distributors. Redeam’s system seamlessly connects attractions and ticket resellers. An attraction might, for example, use this platform to offer special promotions through a specific store or shuffle around allotment in order to ensure that their entertainment offering is as close to capacity as possible. Before Redeam’s platform, that ticket allocation and price management was a slow, manual process, but now, the employees who had been manually handling this data entry are free to provide better guest service in other ways while the system takes care of all the behind-the-scenes ticketing details.

Melanie emphasized the fact that we live in an “instant gratification world” and that attraction guests are demanding a more streamlined customer journey. If guests become frustrated just trying to buy a ticket, they might give up and choose a different experience. It’s important to make sure guests can find you, purchase your tickets, and get into your attraction or experience as quickly and easily as possible. This leads to happier guests which likely will lead to increased revenue or repeat business.

While the trend to increase efficiency through digitization and vertical integration was in-process, the Covid-19 pandemic expedited the rollout and adoption of these sorts of changes. One reason was that the pandemic led to a need to minimize physical touchpoints between guests and employees. By relying on digital tickets and fewer intermediary transactions, both guest and employee safety could be increased. Furthermore, with the negative financial impacts of the pandemic on the attractions industry, it became more important than ever for operators to increase their efficiency in order to maximize their revenue potential.

Melanie emphasized that the attractions industry will recover, as it has from previous medical crises and negative global events, but that it might look a little different on the other side. One of the changes that Melanie is noticing as we begin to emerge from the pandemic and see travel recover is a greater desire for local, domestic travel. Because of the travel restrictions, especially international ones, families have had to look towards neighboring areas to find safe, enjoyable experiences, and many have realized that there are many great attractions right in their own backyards. Additionally, family and friends seem to be taking more frequent, shorter trips to a variety of domestic locations instead of, for example, a single multiweek trip to an international location. The hospitality industry has embraced this change and even edited some of their marketing strategies to focus more on local travelers and less on international travelers. Of course, both will still be important post-Covid.

To contact Melanie or learn more about Redeam, you can send a message to sales@redeam.com or visit www.redeam.com/attractionproscm.

To connect with AttractionPros: Attractionpros@gmail.com

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John Riggleman retired in 2020 after a career of over 40 years in the themed entertainment industry. He started as a ride operator at Cedar Point and Busch Gardens Williamsburg back in the 1970s. Over the years, he has opened multiple new parks and dozens of new attractions and acted as an expert in theme park operations. Most recently, he was Senior Director of Global Operations, Standards, and Harmonization at Universal Parks & Resorts. Even after retiring, John is still very involved with the industry, helping to lead safety committees, educational initiatives, and acting as a mentor for many young professionals in the attractions industry.

John started out as a chemistry major in the pre-medical track at West Virginia University. During the summers of his college years, he worked two summers at Cedar Point and two summers at Busch Gardens Williamsburg. Though he started out as a ride operator, he was given more responsibility each year, soon gaining leadership positions despite his young age. John realized from those frontline operations experiences that he wanted to have a career in themed entertainment because he loved working outdoors and truly enjoyed interacting with people. Getting hired full-time after graduation was actually a challenge for John in the 1970s, so he stayed in school and earned a second degree in medical technology as he continued to submit different applications to different parks. Eventually, he found his landing spot in 1980 at Cedar Point as an area manager. After finding his way into the industry full-time, John would stay for 40 more years, work at about 10 different parks, live in 9 states, open 4 new parks, and open over 40 new attractions.

While they do have a variety of similarities, John noticed some key differences between seasonal and year-round theme parks during his time working at each type. One challenge for seasonal parks is that they often have smaller teams that must wear more hats. Year-round parks tended to have larger, more specialized teams. This led to a difference in how quickly employees, especially young workers, were able to climb the ranks and gather more responsibilities. Like John experienced himself, young employees at seasonal parks that returned each year and excelled were given new role with more duties and oversight of other employees. At a year-round park, this sort of quick progression is less common. At either type of park, whether the employee ultimately wants to be in a guest-facing role later in their career, John sees the value of all theme park employees spending some time on the frontlines. For example, back-of-the-house operations employees can often design better service, training, and operations manuals if they have empathy for what ride operators experience each day.

Day-to-day operations have their unique challenges, but opening new rides, lands, or parks is incredibly challenging and rewarding. When a new park is part of an existing chain of theme parks, such as Six Flags or Universal, the new park has the luxury to learn from the existing parks and take many of their operations procedures to the new park. While this makes it easier for the new park, it also is beneficial to the company because consistency across parks in your portfolio is very beneficial. When creating a park that is completely new, they can start their operations manuals from scratch. This was the case that John experienced when he was on the opening team for the short-lived Hard Rock Park. They first benchmarked existing parks and looked at what worked well as well as identified opportunities for improvement. Hard Rock Park had the opportunity to run completely differently than parks with decades of history. John enjoyed the ability to incorporate new efficiencies in the park’s operations plans, but unfortunately, the park didn’t even last for an entire season.

When asked about Hard Rock Park and some insight into possible reasons why it didn’t survive, John indicated that there were multiple factors at play. He said it was a beautiful park with a great variety of attractions, delicious food, and IAAPA award-nominated entertainment. All of the guest-facing elements looked great, and John was confident that the right people were designing and building the park. Some of the different theories are that the hard-hit 2008 economy was partially to blame. Another theory is that the park was expected to be cash flow positive from day one, which is a feat very few parks can achieve. Most parks take several years before they climb out of the red, and their parent companies have to shoulder some losses to ultimately make the park a success. Another possibility is that the location, about 10 minutes from the beaches of Myrtle Beach, didn’t help; some thought it was hard to argue with the free entertainment of a beach. In the end, it is hard to pinpoint a single reason that Hard Rock Park didn’t make it through its inaugural season.

John also discussed his involvement with education, training, and informal mentoring of young professionals in the attractions industry. John has taught several classes at the Rosen College of Hospitality Management, including risk management and product development courses. John also serves on multiple boards and committees that focus on training and increasing safety standards within the themed entertainment industry. While theme parks are often direct competitors with each other, when it comes to safety, John says that these competitors become “fierce friends.” John enjoys recruiting students from universities near the theme parks. He emphasized that he loves learning from all of his employees and enjoys hiring talent that will challenge him and help make the park even better. When asked if he had any advice he’d like to share with students or other young professionals potentially interested in a career in theme parks, John emphasized the importance of finding your passion, whatever that might be. He also discussed the value of networking. Some examples of places to network would be to attend ASTM, AIMS, and IAAPA expos and conferences. He also suggested getting involved with theme park competitions. John has been a long-time supporter of the Ryerson Invitational Thrill Design Competition, started by Dr. Kathryn Woodcock, a professor at Ryerson University. Additionally, John said that while a degree is useful at opening some doors, your attitude is what is most important at ultimately proving yourself as a young professional in the themed entertainment industry.

If you’d like to get in touch with John Riggleman, reach out to him on LinkedIn.

To get in touch with AttractionPros: attractionpros@gmail.com.

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Jeremy Grunert began his career in themed entertainment as a fan of theme parks. He grew up in Florida, constantly going to the local parks, and eventually scored his first job working at Busch Gardens. Fifteen years later, Jeremy has the dream job of many theme park fans: designing new rides, lands, and theme parks as an Executive Producer at FrankNDesign.

After being a fan for years while growing up in Florida, Jeremy started working as a sweeper in the Egypt area of Busch Gardens Tampa Bay at the age of 15. Over the years, he would work his way through various jobs within operations. He became a ride operator, then a trainer of other ride operators, and then attained a leadership position in operations, all before he finished high school. Jeremy moved to Orlando, where he attended college, and began working at Universal Orlando Resort. There, he had the opportunity to commission and open multiple rides, work in the entertainment department, and work on multiple events, such as the Macy’s parade and Halloween Horror Nights. However, Jeremy really wanted to design these things that he had been operating for years, whether they were events, rides, lands, or whole theme parks. In order to make that move, Jeremy utilized his network of industry professionals to find his next dream role.

When he was still in school, Jeremy volunteered at the International Association of Amusement Parks and Attractions (IAAPA) Expo in Orlando as an IAAPA Ambassador. There, he was able to connect with Thinkwell’s Cynthia Sharpe, our guest from the previous AttractionPros podcast. (This was such a cool, unplanned illustration of how small and connected the themed entertainment industry is.) Even to this day, Jeremy considers Cynthia one of his best mentors and one of the reasons that he was able to take his next career step into working on designing experiences at Thinkwell years after he first connected with her at IAAPA. A few years later, Jeremy would return to Orlando to join Universal Creative and work on Hagrid’s Magical Creatures Motorbike Adventure and Universal’s upcoming new park, Epic Universe.

Recently, Jeremy transitioned into a new role as an Executive Producer for FrankNDesign. When describing his role as Executive Producer, Jeremy called himself a “vision keeper” and “team cheerleader.” He uses his project management skills to keep projects on track while also making sure that the original creative vision is not lost along the way. When asked how this role compared with his previous few, Jeremy said that before, he had always been representing the client, such as Universal, in his work. This time, though he is still supporting the clients, he is working more on the vendor side of things. FrankNDesign wants to expand its streamlined attraction creation pipeline from large clients to a wider audience.

FrankNDesign’s secret to success is utilizing a highly detailed 3D model built in Revit to design rides instead of many separate 2D drawings. This model is “smart,” capable of telling you how much of a certain material you need, identifying interferences, and other useful integration features. All of the different people collaborating on a new attraction or land, whether they are ride vendors, building architects, HVAC designers, or operations managers, can work together in this single model. Working in 3D has the benefit of being intuitive to most people, unlike 2D drawings which may only be accessible to a small subset of the people that would benefit from seeing this previsualization of the ride and show building. By having more people take a look at the ride in an approachable manner throughout the development, potential mistakes are more likely to be caught and better solutions are likely to be identified. These robust, buildable models can be imported into video game engines for detailed design reviews or even used by marketing for promo videos.

Jeremy also stressed the value of these detailed 3D models in increasing the efficiency of shuttling an idea from “concept to conception.” They begin in the “blue skies” ideation phase, utilizing the knowledge of available intellectual properties (IP) and consumer insights to have a focused brainstorming session. The concept is then developed, with an emphasis on making sure the core tenets of the chosen IP are kept throughout the process. Then, the reality of the budget and timing come into play. All of this is funneled into the design development process, where those 3D models get very fleshed out. After development, the ride is built, installed, and tested before it is rolled out to the public in its grand opening. Then, the cycle begins again with a new project.

When asked what students and young professionals should be doing to follow in his footsteps and finding their dream jobs within themed entertainment, Jeremy had plenty of advice to offer, starting with a suggestion to become an IAAPA Ambassador, like he was. Jeremy said that being an IAAPA Ambassador truly changed his life and that, when he was at the IAAPA Expo, he felt as though he was walking down a hallway and every door was open, figuratively and metaphorically. There were endless opportunities to learn, grow, and network. Jeremy also suggests utilizing LinkedIn for networking. He emphasized the fact that so many individuals within the themed entertainment industry are willing to help the next generation find their way into this exciting industry. Additionally, Jeremy suggested looking into the dedicated themed entertainment degrees, taught by industry professionals, that exist at many universities now. New ones are popping up each year. Lastly, Jeremy suggested making up projects to learn and showcase relevant skills and then being sure to share those projects with your network. He emphasized that a project doesn’t have to be super fancy to show off useful skills. One example he gave was redesigning a bedroom. Choosing the paint color, sheets, furniture, and then tracking the project budget and schedule are a great way to demonstrate project management skills. Find a project that excites you and use it as an opportunity to highlight your talent.

If you have follow-up questions for Jeremy, you can find him on LinkedIn, Twitter, or contact him via FrankNDesign.com.

To connect with AttractionPros: attractionpros@gmail.com

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Cynthia Sharpe is a self-proclaimed flipper of tables and setter of fires, according to her Twitter handle. She hasn’t come across a challenging topic, especially ones related to diversity, equity, and inclusion (DEI), that she hasn’t been willing to tackle, discuss, learn about, or educate others about.

Cynthia began her themed entertainment journey at the Museum of Science in Industry in Chicago. Over the course of seven years, she had seven different roles ranging from a focus on traveling exhibits to developing permanent installations. When asked about the experience, she said it was an amazing opportunity to learn the ins and outs of the museum side of the themed entertainment world, including both the good and not-so-good aspects. While museums have the ability to educate people on challenging topics or events they may not have gotten a chance to learn deeply about, museums can also do harm by perpetuating harmful stereotypes, showing a one-sided view of an event or argument, or furthering the agenda of those who paid for the exhibit. Cynthia discussed the importance of being very aware of those pitfalls and not being afraid to tackle them head-on, often unintentionally. She went on to say that museum exhibit creators choose what stories to tell and what faces to show in their exhibits, and those choices have a huge impact on whether the often marginalized groups that Cynthia and others aim to serve feel heard and welcome in the museum’s halls.

Cynthia has been in her current professional role as the Principal of Cultural Attractions and Research at Thinkwell Group for 16 years. At Thinkwell, she wears many hats, ranging from acting as an executive creative director for museums, aquariums, large-scale cultural events, theme parks, and other themed entertainment venues to being an executive liaison for Thinkwell’s Diversity and Inclusion (D&I) Council. When asked further about her role, Cynthia explained that she uses her privilege as a “47-year-old white woman with an executive title” to tackle issues that her junior or more marginalized colleagues might not safely be able to discuss.

When asked what her strategy is for addressing folks in a room who have either intentionally or otherwise been pushing tough topics under the rug or need a wakeup call on an idea that is being discussed, Cynthia shared her approach as the final speaker at the 2019 Themed Entertainment Association (TEA) Story + Architecture + Technology = Experience (SATE) Conference, where the entire two days focused on DEI. Cynthia took the stage and, after introducing herself, stated, “I’m racist. I’m sexist. I have bias.” By doing this, as a keynote speaker at a conference focused on tackling this bias, she admitted her faults and vulnerabilities, an act that invites those in the audience to do the same. Cynthia went on to say that she, and the rest of us, grew up soaking in media that portrayed people in damaging ways. She went on to cite specific failures of her own early exhibit designs to show that it is important to learn from past mistakes in order to avoid the same negligence in future projects. Most people don’t want to think about how their past work may have hurt someone, but there are valuable lessons to learn from reflecting on past poor choices.

When asked what themed entertainment’s role is in current DEI and social justice movements, Cynthia said that the industry has a huge part to play because of its power of storytelling. The types of stories that are told, the voices that are being elevated, and the identities being portrayed are incredibly important, and the attractions industry has a responsibility to use its storytelling abilities to enact positive change. For example, when working on a themed land inspired by a certain country or culture, it is important to be respectful in your authentic portrayal, not appropriative.

It is important to understand the subject matter that you wish to take inspiration from, and it is helpful to have knowledgeable voices at the table from the earliest discussions. Cynthia emphasized the value of having community members from the area you’d like to portray involved from the very beginning to give guidance and act as a source of immense knowledge. Cynthia emphasized that once a creative team decides upon and understands which authentic story they’d like to tell, the rest of the decisions flow a lot more naturally and in a way that is respectful and truthful to the subject matter. Furthermore, having a more diverse and inclusive team from the very start is incredibly beneficial to creating attractions and experiences that make everyone feel welcome and seen. Cynthia emphasized that when a child can see themselves and their culture or identity reflected positively in one of these exhibits or rides or shows, then that child will be empowered to go do great things in the future.

Cynthia also cofounded Harriet B’s Daughters with Nicola Rossini in 2017. Their mission is to change the face of themed entertainment one person at a time. They provide 1-on-1 mentoring and guidance to their members with the goal of creating a more inclusive attractions industry. You can learn more at harrietbdaughters.org.

You can contact Cynthia through thinkwellgroup.com or by reaching out to her on LinkedIn or Twitter.

To connect with AttractionPros: attractionpros@gmail.com

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Nathan Jones is the founder and CEO of eXP Maven, a company that analyzes the extensive data that themed entertainment venues already have to find opportunities to improve their guests’ experiences and become more successful. Nathan founded eXP Maven in 2020, seeing an opportunity to help the attractions industry do more with less and find opportunities for improvement that are beneficial to both the business and its guests.

Nathan grew up in Vancouver. When he was a child, he attended the Expo 86, the World’s Fair of 1986 that was held in Vancouver. There, he experienced the wonders of the themed entertainment industry, including instant classic attractions like Vekoma’s Scream Machine roller coaster. Inspired by the fair, Nathan learned that he could someday have a career in themed entertainment, and that is exactly what he has succeeded in doing since then.

Nathan’s first true taste of the themed entertainment industry came in 1998 when he joined WhiteWater as a construction manager. Years later, he would leave WhiteWater as one of its vice presidents in order to join Vekoma, the makers of the inspirational Scream Machine that he had experienced years earlier at Expo 86. When asked about the differences between the two companies and their attractions, Nathan said that there are more similarities than differences. Despite focusing on different styles of attractions, waterslides versus roller coasters, WhiteWater and Vekoma both make incredibly high precision attractions that require a delicate balance of different criteria, such as weight distribution and monitoring part tolerances, in order to create rides that delight and thrill amusement park guests. One unique aspect that Nathan loves about WhiteWater is its involvement throughout the entirety of a new project, from concept and design to manufacturing, delivery, and install. It was that unique vertical integration aspect that drew Nathan back to WhiteWater to become the president of its water rides division. Later, he would also go on to join Cavu as its COO.

During 2020, much of the attractions industry was being devastated by the Covid-19 pandemic. During this challenging time, Nathan realized that attractions owners and operators were being forced to make difficult decisions and take a deeper, introspective look at their operations in order to survive. Businesses were looking for ways to work more efficiently and effectively with what they already had instead of investing in new product offerings. Nathan realized this was his opportunity to use his skills to create a new company that would help new and existing businesses thrive despite the pandemic.

Nathan founded eXP Maven as a company that would utilize the vast amounts of data that attractions operators already have and look across the different silos of information to find trends and common threads that would lead to recommendations for more efficient operations, additional revenue opportunities, and, most importantly, opportunities to improve the guest experience. Most data dashboards are backwards-looking and tell you about how you did yesterday, but eXP Maven aims to use data to tell you how you can improve tomorrow. One simple example involves looking at a company’s historical attendance trends and how they correlate with different weather phenomena, like rain. If the data shows that 30% fewer guests show up on rainy days, then a rainy weather forecast can inform a need for less staff in order to match the expected attendance. This is known as dynamic staffing. Another interesting example involves using hundreds of heat sensors around a park to identify things such as areas where people congregate, how well fans and misters are doing at keeping areas cool, and potentially profitable areas for an ice cream cart.

A key focus of eXP Maven is its focus on creating the right, comprehensive guest experience. According to Nathan, the guest experience is not limited to the simple model of waiting in a queue line, riding an attraction, and then exiting through a gift shop. The true guest experience encompasses all the little details that are sometimes overlooked, such as wayfinding signage or having enough shade to shelter guests on sunny days. It is often all of these little details, not just the big-ticket attractions, that add up to whether a guest has a magical day or a disappointing one. One way that eXP Maven alleviates operator problems, such as overcrowding in an area or underutilization of a particular food stall, is by offering guests incentives, such as a discount, to go to a snack kiosk across the park that isn’t very crowded. These suggestions can be tailored for each guest, creating a convenient, curated, all-inclusive guest experience.

Aside from eXP Maven, Nathan gives back to the themed entertainment industry by moderating educational panels, mentoring new industry professionals, and acting on multiple Themed Entertainment Association (TEA) boards and committees. One of the newest committees to be formalized, TEA’s Diversity Committee, is committed to increasing the representation of people of color and women within the attractions industry by elevating their voices. Doing so will help a more diverse subset of the next generation realize that they too can join this exciting industry.

Nathan is more than happy to speak with anyone that reaches out to him on his LinkedIn or through eXP Maven’s website.

To connect with AttractionPros: attractionpros@gmail.com

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Ryan Borton is the CEO of Funovation, best known for its custom laser mazes and other small footprint attractions for family entertainment centers (FECs). Since its founding in 2007, Funovation has installed over 400 attractions in 33 countries, and each installation is unique. In this interview, Ryan talks about innovating fun, “beamers,” and the importance of booster attractions.

Ryan had a unique route into the attractions industry. He started in the subprime mortgage space. From there, he transitioned into various roles focusing on sales and opportunity identification. All of these roles helped Ryan be a successful business leader when he joined Funovation and soon became its CEO. When asked what lessons from the subprime mortgage industry he’s continued to utilize throughout his career, Ryan discussed the importance of integrity. In the mortgage industry, he would sometimes see clients approved for home loans that they potentially shouldn’t be approved for and made the personal commitment to instead choose to do what he thought was morally correct. This same philosophy is integral to his role as the CEO.

When asked about the difference between sales leadership and other types of leadership, Ryan shared that, to him, they have many similarities. One of the key aspects of his leadership style was learned from being a fan of UCLA Basketball and their coach, John Wooden. Coach Wooden understood that each member of the team was unique and thus needed to be utilized in an appropriate way. Similarly, Ryan takes the time to learn about his employees, their motivations, and their individual skill sets in order to know how to uniquely manage each of them. He also stressed the importance of empowering employees and giving them a certain level of autonomy. He does this by asking all of his employees to make decisions with the mindset that Funovation is their own business. Ryan also mentioned that this autonomy allowed employees to learn from mistakes but also have an opportunity to try new things and discover better ways of doing things than what had been done in the past.

Funovation’s guiding mission is to “remind the world to play.” They’ve been accomplishing this amazing objective by creating unique attractions that utilize both brain and brawn to encourage problem-solving and play. Funovation creates booster attractions for FECs, which are high-value, small footprint experiences that offer an alternative opportunity for play outside of a complex’s core offering. When “innovating fun” and coming up with new, exciting product offerings, Funovation is careful to make sure that the new ideas are consistent with its corporate values and goals. Another exciting aspect of these offerings is that no two of these attractions are the same. When a client asks Funovation for assistance designing a new attraction, such as one of their signature laser mazes, they provide the available footprint of the space. Then Funovation uses faux walls to recreate the space in their facility. Then, a “beamer” comes into this space and uses string to mock-up where all of the lasers will go. These unique footprints and custom laser layouts are what make each Funovation laser maze unique. Another aspect that makes each attraction different is the unique relationship between Funovation and the attraction’s client. Understanding each FECs’ individual needs and goals helps Funovation tailor their attractions to best suit their needs.

Ryan discussed the power of getting to experience an attraction when making a sale. Josh fondly remembers enjoying his yearly visit to the Funovation booth at the IAAPA Expo. He even has score stickers from the attractions on each of his old International Association of Amusement Parks and Attractions (IAAPA) badges. Being able to see and experience something personally is an excellent way to help people understand how an attraction could best work for them in their facility. Unfortunately, the Covid-19 pandemic prevented all of us AttractionPros from gathering in Orlando for the 2020 IAAPA Expo, but hopefully the opportunity to try out Funovation’s experiences can happen safely later this year.

Though the pandemic forced Funovation, like many other themed entertainment companies, to make very hard decisions, the focus on customer service and taking care of the attraction operators was not lost. By continuing to provide guidance to their clients and taking measures such as suspending warranty payments, Funovation demonstrated their commitment to helping FECs and the attractions industry bounce back as quickly as possible. Ryan highlighted the value of FECs as an escape from the challenges of this pandemic and knows that these facilities have the ability to put a smile on people’s faces, under their masks, of course. Ryan is incredibly proud of how his team has rallied throughout this challenging time to do what is best for the business.

One silver lining that came out of the pandemic is that Funovation had time to collaborate and develop their technologies for uses in other industries. Additionally, a greater emphasis on the team taking care of each other and helping each other out evolved out of necessity due to the furloughs driven by the pandemic. As the team grows back to its former size and the industry continues to rebound, this greater sense of comradery is something Ryan knows will stay.

If you’d like to learn more about Funovation and its attraction offerings, please visit funovation.com. Additionally, you can contact Ryan directly at ryan.borton@funovation.com.

To connect with AttractionPros: attractionpros@gmail.com

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Linda Rose Hayes serves as Operating Partner at Hospitality Connect of Florida. They generate best-fit concierge service, activity ticketing, housekeeping, maintenance, vacation marketers, and transportation providers for hoteliers and management companies in Orlando, Florida.

In addition to all that, both Josh and Matt had the pleasure of working with Linda while they all worked at Universal Orlando Resort. In fact, Linda was Josh's manager and in this episode, we get a glimpse of what a young Josh Liebman was like as an employee!

Linda also talks about her guest service and leadership philosophies (get ready to take notes), the relationship between hospitals and hospitality and why it's so important to let your employees make mistakes.

For more on Hospitality Connect: https://hospitalityconnectflorida.com/

To connect with AttractionPros: attractionpros@gmail.com

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Adam Sandy has one of the coolest titles ever... Roller Coaster Sales & Marketing Director at Zamperla. Adam loves sharing the newest innovative coasters from Zamperla and is a frequent contributor at Blooloop.com.

This conversation has lots of twists and turns and we get to share our nerd-level love of all things roller coasters and amusements. Adam talks about the roller coaster sales process and how listening to his clients and having boots on the ground is one of the most important aspects of getting it right.

For more on Zamperla:

Website: https://www.zamperla.com/
Twitter: @zamperlarides

For more on Adam:

LinkedIn: https://www.linkedin.com/in/adam-sandy/
Twitter: @Adam_F_Sandy (Roller Coaster Sales Guy)
Instagram: rollercoastersalesguy

To connect with AttractionPros: attractionpros@gmail.com

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Debbie Evans provides boutique marketing service and attention to detail with big brand corporate experience. Sound strategic counsel, honest feedback, and superior results.

During this conversation, Debbie discusses how being authentic is the best way to "sell" anything, why it's important to take your own advice and what to do to get started with a crisis communication plan.

To connect with Debbie or to learn more:

https://www.linkedin.com/in/keymessagepoint/
debbie@evansmarketingpartners.com

To connect with AttractionPros: attractionpros@gmail.com

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Rick Hunter is the Chairman and CEO of ProSlide Technology, who has pioneered nearly every major water ride innovation in the industry for the past 30 years. ProSlide is committed to continual innovation in the water ride industry, helping clients stand out and stand apart.

In this exciting discussion, Rick takes us through his history as a competitive skier and how he became the leader of a truly dynamic and innovative company. This conversation is "hot as a pistol," so buckle up!

For more on Rick and ProSlide: https://www.proslide.com/

To connect with AttractionPros: attractionpros@gmail.com

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Scott Swenson is the Owner/Creative Director at Scott Swenson Creative Development LLC. For over 30 years, Scott has been bringing stories to life as a Producer, Director, Writer and Performer. His work in Theme Park, Consumer Events, Live Theater and Television has given him a broad spectrum of experiences. After over 20 years working with SeaWorld Parks and Entertainment, Scott has formed Scott Swenson Creative Development LLC to provide entertainment and development consultation for clients around the world.

In this exuberant conversation, Scott reveals what it takes to be a great haunter, why story is critical to drive the guest experience and "guardrails" one needs to remain on an authentic path.

For more info on Scott and his projects: http://scottswenson.com/

If you have ideas for guests or topics, email: attractionpros@gmail.com

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Step right up and meet the Interns!! Five of the eight AttractionPros Interns join us to discuss what it's like being a young professional today.

Kate, Paige, Fabiana, Megan and Sam all join us for a fascinating look at the struggles and opportunities facing young professionals. You'll hear about their ups and downs and their best advice for others who are pursuing a career in the attractions industry.

To learn more about the amazing AttractionPros Interns on this episode:

Kate Kujawa - https://www.linkedin.com/in/kate-kujawa/
Megan Gannon - https://www.linkedin.com/in/megan-elizabeth-gannon/
Paige Reiter - https://www.linkedin.com/in/paige-reiter-71594a160/
Fabiana Fonseca - https://www.linkedin.com/in/fabiana-fonseca-ab1b58135/
Sam Bercik - https://www.linkedin.com/in/samantha-bercik-2b18581b3/

Interns to be featured on a future episode:

Abby Giganan - https://www.linkedin.com/in/abigailgiganan/
Emily Page - https://www.linkedin.com/in/emily-page/
Kristen Karaliunas - https://www.linkedin.com/in/kristenkaraliunas/

If you have a topic or guest idea, please contact us at attractionpros@gmail.com.

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We LOVE collective wisdom! And we got more than our fair share when we hosted AttractionPros LIVE at the ShowUp, The Virtual FEC Convention that took place February 1-3, 2021.

We once again took questions AND answers from the audience. This time we talked about staff engagement, the impacts of COVID on manufacturers and the pros and cons of a signature food item.

For more on ShowUp: https://showup.events/

For more from AttractionPros: http://attractionpros.com/

To contact AttractionPros with content ideas, guests or questions: attractionpros@gmail.com

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Tim Murphy is the CEO of Boomers Parks, where guests are encouraged to unleash the fun!

If you are a leader, a manager, or a CEO-in-the-making, Tim delivers some incredible insight and great practices to lead by. Tim takes us on a journey from working at his parents' mini golf course to today, and generously shares his philosophies on keeping parks clean, walking in the guests' shoes and of course, increasing revenue.

For more on Boomers Parks: https://boomersparks.com/

For more on Tim: https://www.linkedin.com/in/timmurphyceo/

If you have any idea for topic or a guest, or if you would like to connect with Matt or Josh, email attractionpros@gmail.com.

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In the weeds... Granular... Dive into the details... whatever you want to call it, that's what happened on this episode inspired by real life events!

Matt was hoping for a simple fix for his glasses, but what he got was a lesson in guest service and experience (and maybe even about emotional triggers).

Josh and Matt go deep on this and pull out some pretty epic lessons any business can use.

Either you have the solution, or you have the way to get to the solution.
Your employees must be the expert to resolve all kinds of situations that will serve their guests to the best.
If the guest walks away still needing to figure out how to solve their problem, that's your problem.
If you go above and beyond, you must do it consistently, because you've set a new standard.
A service failure will have a larger magnitude when the standard is set higher.
The combination of resources, along with the desire to solve a problem is just as important as having the solution itself.

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

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Dr. Kathryn Woodcock is a professor at Ryerson University and was named to Blooloop's Top 50 Theme Park Influencer List 2020. Her work and research on human factors engineering is a fascinating study that we get to dive into on this episode.

Kathryn walks us through some key design factors that could enhance the experience for everyone, and sheds light on how to play on a guests intuition when trying to influence their behavior. Ultimately, it's about keeping people safe AND preserving the incredible experience that the designers intended.

For more on Dr. Woodcock:

https://www.ryerson.ca/woodcock/about/

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Jennifer Green is the President of Liberty Partners of Tallahassee, LLC, a governmental consulting firm who bridge the gap between business owners and the lawmakers who impact them.

Jennifer takes us behind the scenes to uncover what she does as a lobbyist on behalf of her clients, and specifically, the Florida Attractions Association. While much of the conversation revolves around her work in Florida, the same concepts apply everywhere - get involved and get to know your government officials because it will impact your business in one way or another.

For more on Jennifer and Liberty Partners:

Website: https://www.libertypartnersfl.com/
Facebook: https://www.facebook.com/LibertyPartnersTLH
Twitter: https://twitter.com/LibertyPartners
Email: jennifer@libertypartnersfl.com

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Jen Rice is a GM for Empire Recreation Management and the Whoa Zones. In this role, Jen oversees the operation of multiple floating adventure playgrounds and we get to hear about them!

In addition to getting granular on the ups and downs of the Whoa Zones, we also explore career development, networking, and learning some hard business lessons.

Jen also shared that in 2021 they will be looking for leaders for their multiple operations. Watch the Whoa Zone website (https://whoa.zone/) or contact Jen for more information.

To connect with Jen: Jen.Rice@empirerecmgmt.com

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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WOW! This turned out to be such a cool episode... we put out the call for AttractionPros all over the industry to share your 2021 New Years Resolutions and you all did NOT disappoint!

Our participants range from students to Park Presidents and everyone in between. It's quite inspiring to hear all of the amazing things our friends in the industry are looking forward to this year.

By the way, if you hear someone you know, don't be afraid to send them a note of encouragement - we can ALL use that as we tackle new and exciting challenges.

And if you need any help with your goals, feel free to reach out: attractionpros@gmail.com.

Also, if you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, let us know that, too!

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Andreas Andersen is the CEO of Liseberg in Sweden and also a self-proclaimed theme park nerd. This is going to be fun!

In this wide-ranging and inspirational episode, Andreas shares where his love of theme parks comes from and where he sees it taking him into the future. You can't talk about the future without talking about change, and Andreas has some wonderful thoughts on the subject. He also feels that going on thrill rides is good for your health, and we couldn't agree more!

For more on Andreas:

Visit his blog: https://reflections.liseberg.se/
Send him an email: Andreas.Andersen@liseberg.se
Connect on LinkedIn: https://www.linkedin.com/in/andreas-veilstrup-andersen-b4158b/

Remember: we want to hear your New Year's Resolution! Leave us a voice message and you may be featured in an upcoming episode of the AttractionPros Podcast!

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Sharon Aguillen is President of TCB Productions, which she created after a long career leading entertainment teams across the attractions industry.

In this lively conversation, we talk about new ways to audition and rehearse productions while adhering to physical distancing measures. Sharon also shares how she became the President of the San Antonio Visitors Alliance and how that role has changed during the pandemic. Finally, Sharon reveals the true meaning and message behind the phrase, "suck it up, sister!"

To get in touch with Sharon: tcbproductionsllc@gmail.com

Remember: we want to hear your New Year's Resolution! Leave us a voice message and you may be featured in an upcoming episode of the AttractionPros Podcast!

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Linda Freeman an Industry Manager specializing in the attractions industry at Rockwell Automation. In that role she helps her clients find the best safety and security automation solutions as well as raising the bar on safety standards across the board.

Linda has two messages for this conversation: safety should ALWAYS be top of mind and the industry needs diverse voices to be as safe as we can be. You will hear both of these messages loud and clear as Linda relays her experiences in the industry and makes the compelling case to get involved at any level.

To connect with Linda: https://www.linkedin.com/in/linda-freeman-677aa62/

For more on AIMS:

https://aimsintl.org/
https://aimsintl.org/aims-international-safety-seminar

For more on NAARSO:

https://naarso.com/
https://naarso.com/safety-seminars/

For more on ASTM:

https://www.astm.org/COMMITTEE/F24.htm

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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When we heard there would be no IAAPA trade show in Orlando in 2020, we felt many manufacturers and suppliers would be missing the opportunity to get in front of their clients and customers to tell their story. We wanted to help in some small way.

In this episode, Josh and Matt preview some of the incredible insight and content available in AttractionPros's most comprehensive and collaborative effort to date: Suppliers Speak: Attractions Industry Providers Share their Messages

The impact that the COVID-19 pandemic has had on the attractions industry will be studied for years to come, with many lessons that can prepare the industry for future crises. In August 2020, executives from more than 25 attractions shared details as to their first actions, what they wish they would have known going into it, and how their business philosophy has changed.

In this piece, the focus has now shifted to industry suppliers. While suppliers have faced different challenges than operators, the need to adjust and adapt has been just the same, from furloughs and workforce reductions, the struggles of accessing stimulus funds, and not knowing when their clients would reopen or return to normal. Industry suppliers have had to rethink their offerings and creatively find ways to stay connected, stay involved, and stay in business.

This is also a reminder that those who serve attractions operators are here to help and support the industry. In the e-book, several manufacturers, consultants, and technology providers share their tips, recommendations, and suggestions that operators can implement right away. The variety of recommendations include operational standards for frontline staff, philosophies for management and leadership, and long-term guidelines for marketing, capital expenditures, and strategy planning.

In the video segments, the suppliers answered three critical questions:

How have you continued to serve your clients and the industry since the pandemic began?
What shifts have you made to your business model?
What would you like your company's message to the industry to be?

If you would like your company to be added to this feature, please contact us at Attractionpros@gmail.com

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Eric Fluet is the owner of Get it Done Marketing, and provides marketing insight, strategy & execution for businesses of all sizes and budgets.

We learn in this episode how Eric started as a ride operator and used his early experience in amusement parks to build a thriving business that helps other businesses. His stories (including capitalizing on the Pope's visit to NYC) capture the fun and inventiveness that can be used to market your own business.

For more:

Get it Done Marketing: https://www.getitdonemarketing.com/
Eric on LinkedIn: https://www.linkedin.com/in/ericfluet/
The NYC Pope Stunt: Pope Stunt

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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Jim Kunau is the GM of Island H2O Waterpark in Kissimmee, FL, which is the most technologically advanced waterpark in the world - and that's not just marketing jargon!

Jim has a fascinating career that spans a few industries and sub careers. We get to hear how he earned his first paycheck because he wanted a baseball glove, and follow the journey to today where he over sees the operation of a waterpark that was designed from the ground up for social and digital interaction.

For more:

Island H2O Live: https://www.sunsetwalk.com/island-h2o-live-water-park/
Jim's email: jim.kunau@islandh2olive.com

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

http://performanceoptimist.com/

Matt@performanceoptimist.com

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On October 7, 2020, Matt and Josh were guests at Creative Works' Amusement 360, an "event that brings the best together to educate, inspire, and share the tools for success".

The overarching topic was about gathering both guest and employee feedback and some best practices for both, but also just how similar it is to care for and engage guests AND employees... because both are human beings.

We also talk about asking for reviews, employee training and consistency. Lots of talk about consistency!

For more on Creative Works: https://thewoweffect.com/

For more on Amusement 360: https://amusement360.com/

If you know of someone who would be a great guest on the show, or have an idea fo a topic for us to explore, email attractionpros@gmail.com.

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Pia Adlivanken is CEO of Linnanmäki Amusement Park in Helsinki, Finland where she embodies and embraces a people-first culture.

In this episode, we discuss Pia's background and how that inspired her outlook regarding employees as well as the practical things she does to foster trust and communication. She is a firm believer that not everyone is a "funmaster" and that you have to cultivate an environment where people can use their natural talents.

For more information or to connect with Pia:

Linnanmäki Amusement Park
pia.adlivankin@linnanmaki.fi

If you have a topic you would like us to cover or know a guest we should feature, let us know! attractionpros@gmail.com

For more on Josh and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Fun Spot Manufacturing is the world leader in the design and manufacturing of trampoline and adventure parks. During their 40 years history, Fun Spot Mfg. has partnered with customers to custom-design and handcraft more than 500 parks worldwide.

In this "went-by-too-fast" episode, we are joined by Matt Hubbard and Scott Benjamin, aka, Matt and Scott from Fun Spot! We get to jump from topic to topic, touching on employee training, the future of foam pits and why they started a podcast during the pandemic.

For more on Fun Spot Manufacturing:

https://www.funspot.com/

To check out the Tuesday Townhall Podcast:

https://townhall.funspot.com/episodes/

This episode is brought to you by BackLooper. If you’re tired of learning about guest complaints from online reviews, read on. It’s time to protect your reputation while still getting valuable data so you can make enhancements to your guest experience. Using the most effective ways to generate responses, combined with intuitive reporting that quickly points out the largest issues, BackLooper enables you to strengthen your operations with superior guest experience intelligence that leads to higher satisfaction. Now more than ever we need to bring our guests into the conversation so they can be a part of our industry’s success. Get started today with no minimum commitment by visiting backlooper.com, or email Josh directly at josh@backlooper.com.

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Pamela Landwirth is President and CEO of Give Kids The World, an organization dedicated to providing children with critical illnesses and their families weeklong, cost-free vacations.

In this inspiring and at times emotional conversation, Pam outlines her philosophies on leadership, purpose, employee engagement and much, much more. Pam also gives a sneak peek of her Game Changer: The Power of Purpose session at the IAAPA Expo | Virtual Education Conference in November. AttractionPros is proud to be the Official Podcast Partner of the IAAPA Expo | Virtual Education Conference.

For more on Give Kids The World:

https://www.gktw.org/

For more on Pam and her book, "On Purpose":

https://pamelalandwirth.com/

To register for the IAAPA Expo | Virtual Education Conference:

https://www.iaapa.org/expoeducation

To join the AttractionPros GKTW 5K Fun Run Fundraiser Team:

https://give.gktw.org/team/325071

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Kelly Molson is the Co-founder of Rubber Cheese and the Skip the Queue podcast. Since she hosts her own podcast, we had to turn the tables on her a little bit!

During this discussion, we explore the importance of the digital guest experience, why Kelly decided to start a podcast, and building trust with your customers.

For more information on Kelly and Rubber Cheese:

https://www.rubbercheese.com/

https://www.linkedin.com/in/kellymolson/

https://twitter.com/TheChiefCheese

https://www.skipthequeue.fm/

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Joel Manby is no stranger to the attractions world, as former CEO of both Herschend Family Entertainment and SeaWorld Parks, Joel brings his leading with love and servant leadership message to the AttractionPros studios (aka Zoom meeting!).

In this episode, Joel shares why thinks more leaders don't embrace the concept of love in the workplace, "do" goals versus "be" goals, and the balance a CEO has to strike when turning around a business.

For more on Joel: https://joelmanby.com/

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Russ Van Natta from Creative Works is returning to the AttractionPros Podcast for another amazing conversation! This time we talk about books, standing up while on the phone or presenting virtually, and the connection between mind and body.

We also dive deep into the concepts of challenging assumptions, process improvement and of course, their upcoming virtual conference taking place October 6th-7th: Amusement360!

Here are the books that Russ and Josh mentioned during the episode:

The Road Less Stupid by Keith Cunningham The Art of Possibility by Rosamund Stone Zander & Benjamin Zander Daring Greatly and Dare to Lead by Brene Brown No Ego by Cy Wakeman

Josh Linkner's books: The Road to Reinvention Disciplined Dreaming Hacking Innovation This episode is brought to you by BackLooper. If you’re tired of learning about guest complaints from online reviews, read on. It’s time to protect your reputation while still getting valuable data so you can make enhancements to your guest experience. Using the most effective ways to generate responses, combined with intuitive reporting that quickly points out the largest issues, BackLooper enables you to strengthen your operations with superior guest experience intelligence that leads to higher satisfaction. Now more than ever we need to bring our guests into the conversation so they can be a part of our industry’s success. Get started today with no minimum commitment by visiting backlooper.com, or email Josh directly at josh@backlooper.com.

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Dare to Lead: Brave Work. Tough Conversations. Whole Hearts.

Disciplined Dreaming: A Proven System to Drive Breakthrough Creativity

Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead

Hacking Innovation: The New Growth Model from the Sinister World of Hackers

The Road to Reinvention: How to Drive Disruption and Accelerate Transformation

No Ego: How Leaders Can Cut the Cost of Workplace Drama, End Entitlement, and Drive Big Results (How Leaders Can Cut the Cost of Drama in the Workplace, End Entitlement, and Drive Big Results)

The Art of Possibility: Transforming Professional and Personal Life

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Ike Kwon is the Chief Operating Officer and Head of Government Affairs at the California Academy of Sciences. While Ike's facility was still closed at the time of this recording due to COVID-19, he was able to share with us some of the great things they do to entertain and educate their guests.

In this episode, Ike talks about Platinum guest service, how he didn't think he would end up in California and what his team is doing during the shutdown.

For more on Ike or Cal Academy:

Website: https://www.calacademy.org/

Ike on LinkedIn: https://www.linkedin.com/in/ikekwon/

Ike's email: ikwon@calacademy.org

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Scot Carson is the Founder and Chief Experience Officer at Amusement Advantage, a company that provides guest experience solutions, such as mystery shopping, to the attractions industry.

In this episode, Scot gives us insight into reputation management, shares how he got to close down the old Elitch Gardens park and open the new one, and why he prefers the term "new weird" to new normal.

For more on Scot and Amusement Advantage:

Website: https://www.amusementadvantage.com/

Scot's email: scarson@amusementadvantage.com

To learn more or enroll in the upcoming webinar: 5 Strategies to Improve Communication

For more on Josh and and Backlooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Luke Schueler is the Co-Founder/Owner/COO of Flying Squirrel Sports. He is a self-proclaimed innovator, entrepreneur, inventor, founder, business owner, life-long startup junkie, and on occasion – a teacher of these subjects. Of course, we had to ask him about that! This interview covers serial entrepreneurship, starting a business in the family entertainment industry, getting funded, marketing, branding, and expanding to multiple locations.

In this episode, we not only talk about facility design and following your passion, we also dive into the path Luke and his team took when confronted with extreme socio-economic hardships - a great lesson for all business owners.

For more on Luke and Flying Squirrel Sports:

Website: https://flyingsquirrelsports.us/

Luke Schueler on LinkedIn: https://www.linkedin.com/in/lukeschueler/

For more on Josh and and BackLooper:

https://www.backlooper.com/

josh@backlooper.com

For more on Matt and Performance Optimist Consulting:

https://www.performanceoptimist.com/

Matt@performanceoptimist.com

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Every attraction gets feedback. The question is... what do you do with it?

In this episode, Josh and Matt discuss 7 ways to get the most out of your guest feedback. Those 7 ways are:

Designate a person or team
Respond quickly
Express appreciation
Use proven complaint resolution methods
Document, document, document
Follow through to completion
Keep your promise

This is also a special episode because Josh announces the official relaunch of BackLooper, which enables attractions to collect guest feedback that results in higher engagement and provides the operator with analytics and intelligence needed to make ongoing improvements. As a twist to traditional survey programs, BackLooper simplifies the process for the guest while amplifying the value of the data provided to the business.

To learn more and to download the checklist discussed in this episode, visit BackLooper.com/checklist

A new way to contact Josh: josh@backlooper.com

If you have a question for the mailbag or know of a leader we should highlight on the show, please drop us a line. If you have questions about anything addressed on the show, feel free to reach out anytime!

Josh: josh@backlooper.com

Matt: matt@performanceoptimist.com

Website: http://attractionpros.com/

LinkedIn: https://www.linkedin.com/company/attractionpros/

Facebook: https://www.facebook.com/AttractionPros

Twitter: https://twitter.com/AttractionPros

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The landscape of guest behavior has changed. Due to your new policies, some of your guests feel emboldened to question your rules, putting your team members in uncomfortable situations when guests don’t agree and don’t follow them. The end result is two-fold: employee morale drops, and your business suffers from lost revenue and a damaged reputation.

This episode is a replay of a webinar that originally aired on August 24, 2020. Matt and Josh apply principles of employee engagement and guest experience so that you can help your team members navigate these unusual times. This circumstance requires a combination of proactive measures put in place to minimize escalated situations, along with a set response plan when guests become unruly.

Additionally, Scot Carson shared aggregated data collected from Amusement Advantage‘s mystery shops related to COVID-19 concerns and how they have impacted the guest experience this summer.

If you have a question or would like to get in touch with Scot, Josh or Matt:

Scot Carson: scarson@amusementadvantage.com
Josh Liebman: josh@amusementadvantage.com
Matt Heller: matt@performanceoptimist.com

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Christopher Gould is Senior Vice President at Iconic Attractions Group. He and his colleagues are on a quest to save zoos and make those entities and experiences sustainable in the 21st Century.

In addition to talking about what it will take to save zoos, we also discuss specific insights zoo operators need to have to make the right decisions, Iconic's approach to help, and in come cases turnaround) underperforming organizations and how cities are often defined by their local attractions.

Chris also generously contributed to the Lessons from Executives e-book.

To learn more about Iconic Attractions or to get in touch:

Website: https://iconicattractions.com/

Email: info@iconicattractions.com

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Jeff Vierkant is the CEO of Historic Arnolds Park, Inc. in Northwest Iowa. Jeff oversees an amazing collection of attractions that have been serving the families of the Okoboji region for generations.

In this episode, Jeff talks about how his previous experience in manufacturing helps him find the waste in a business, and his previous experience as a ride operator at Arnolds Park helps him relate and stay connected to the work of his front line team members. One of the most impactful stories Jeff shares is how he and his family found an amazing community, and how that drove his decision to move to the area.

For more on Arnolds Park:

Website: https://arnoldspark.com/

Facebook: https://www.facebook.com/ArnoldsPark

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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We asked 25 attractions executives these questions:

When did you realize the pandemic was going to drastically impact your business and what were some of the first actions you took?
What do you wish you would have known on March 1st, and how would that have impacted your decisions and leadership during the shutdown?
How has the pandemic disrupted your philosophy for running a business that will change the way you lead in the future?

Their responses were raw, insightful, transparent, heartfelt, strategic, caring and downright inspiring. In this episode, Josh and Matt share some of the lessons and trends from the collective responses, as well as specific quotes and insight from individual leaders. Of course you will get a lot out of listening to this episode, but you will get EVEN MORE by downloading and reading the e-book yourself.

To download the FREE Lessons from Executives e-book: http://attractionpros.com/lessonsfromexecutives/

We would like to extend our sincere gratitude to each of the participants who took the time to contribute to this invaluable resource for the attractions industry.

Kurt Allen

President & CEO, Mississippi Aquarium

John Anderson

COO, Michigan Science Center

John Arie, Jr.

CEO, Fun Spot America

Jennifer Berthiaume

Vice President, Lion Country Safari

Sarah Cole

President & CEO, Glazer Children’s Museum

Matt Eckert

President & CEO, Holiday World

Eric Eimstad

General Manager, Miami Seaquarium

Roger Germann

CEO, Florida Aquarium

Christopher Gould

Senior Vice President, Iconic Attractions

Matthew Johnson

Executive Director, IMAG History & Science

AJ & Kevin Jowett

Owners, Revolution Off Road Adventures

Jim Kunau

General Manager, Island H2O Live!

Ike Kwon

COO, California Academy of Sciences

Brad Loxley

COO, Sun World

Tony Moore

Executive Director, Gathering Place

Tim Morrow

President & CEO, San Antonio Zoo

Michelle O’Brien

Owner, Fiesta Village Family Fun Center

Jonah Sandler

Founder & CEO, Scene 75 Entertainment Centers

Luke Schueler

Founder & COO, Flying Squirrel Sports

Pat Simmons

Director & CEO, North Carolina Zoo

Christina Soverns Schwartzman

Chief Business Officer, Sawgrass Recreation Park

Dennis Speigel

President, International Theme Park Services

Glenn André Viste Bøe

CEO, Skånes Djurpark

Ken Whiting

President, Whiting’s Foods

Barry Zelickson

Owner, Big Thrill Factory

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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David Rosenberg is the Vice President of Guest Experience at the Monterey Bay Aquarium in California. He also served as the 2019 Chairman of the Board for IAAPA.

In this episode, David shares his thoughts on the evolution of the aquarium experience, getting a crash course in international relations with IAAPA and how good intentions, without a plan, can yield the opposite of your desired results.

To connect with David:

LinkedIn - https://www.linkedin.com/in/david-rosenberg-65378715/
Email - drosenberg@mbayaq.org

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Don Helbig is Area Manager, Digital Marketing at Kings Island. As a long time fan of the park, it was probably inevitable that he would start working there. That didn't stop him from pursuing other interests, one of those being riding the Racer over, and over, and over, and over again!

In his current role, Don is responsible for being the digital voice of Kings Island. In this episode, we dial into what that all entails, as well as strapping in to learn about how he rode the Racer over 12,000 times. Don also talks about a critical topic in today's digital landscape that may not be happening nearly enough - social listening.

To connect with Don or learn more:

Twitter for Don - @DonHelbig
Twitter for Kings Island - @KingsIslandPR
Blog - https://www.visitkingsisland.com/explore/blog

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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150 weeks ago, Josh Liebman and Matt Heller started the AttractionPros Podcast because they love the attractions industry and wanted to help their fellow leaders. Listen in as they celebrate this milestone by inviting past guests and listeners to share their favorite attraction industry related memories!

In this special episode, several people joined us to share moments related to their time in the industry, whether at work or visiting as a guest. It is a true to testament to how the attractions industry has impacted all of our lives, and even during a time when our number one goal is to get back to some form of normal, we can reflect back and remind ourselves why we are doing this in the first place.

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

Twitter

Facebook

Are you looking for ways to lead your team into the "new normal"? Schedule a FREE 30 minute call with Matt Heller to talk about anything you'd like... engaging employees, personal leadership struggles or your favorite ice cube recipes! Just having someone to talk to can help you maintain perspective and spur new ideas. To schedule your call, click here. When the time is right and you'd like to dig deeper, you may be interested in a coaching program, online workshop (customizable to you and your team) or a book-club style learning engagement. Learning doesn't have to stop because we are physical distancing! Click here for virtual and online learning resources!

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Steve Brown is CEO of accesso Technology Group who understands that technology is a critical component to their clients’ success and the happiness of their guests. Steve didn't start out at a tech company, he started his career in the merchandise department at Disney. He attributes much of his success to his ability to network and curiously explore the world around him.

In this episode, Steve talks passionately about virtual queuing and the fundamental differences between that and a reservation system. Steve also tells us about the ups and downs of acquiring a number of other companies in a short period of time, and how lessons from Disney and his tech companies showed up in his bakery, "The Glass Knife".

For more on accesso: https://accesso.com/

accesso on Twitter: https://twitter.com/accessotech

The Glass Knife (Steve's bakery in Winter Park, FL): https://theglassknife.com/

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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RAC Carroll is the SVP/COO of Ellis & Associates, an international aquatic safety and risk management consulting firm dedicated to the prevention and elimination of drowning. RAC, as he is known to everyone (including his Mom), manages the day-to-day operations of the consulting and risk management programs.

In this episode, RAC tells the fascinating story of how he literally grew up in industry and how one phone call changed the trajectory of his career and life forever. RAC also discusses the lifeguard sub-culture, how it was created and what best practices and lessons we can take away from the process.

To contact RAC: richard.carroll@jellis.com

For more on Ellis & Associates: https://jellis.com/

Help celebrate the AttractionPros 150th episode!

We've heard a lot of great stories on the podcast so far, but we haven't heard YOURS! For our 150th Episode Spectacular, and we want to highlight YOU, our listeners, by having you share your favorite attraction industry memory in 2 minutes or less!

We'll all gather on July 7 on Zoom to record this historic episode which will go live on July 14. Don't miss your chance to be part of this inspiring episode!

It's episode 150... and we're just getting started!

weareallAttractionPros

http://attractionpros.com/ap150/

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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We've all been impacted by the COVID-19 pandemic - there is no escaping it. In this episode, Josh and Matt explore how their businesses have changed, what changes they see carrying over post-pandemic and advice for people utilizing a greeter position for the first time. This wide-ranging conversation covers how both the guest experience and employee experience are changing, and how leaders can adapt to these changes to see success as we all navigate this new territory.

One of the things Matt will be continuing are the FREE 30 minute calls. To book your time: https://calendly.com/matt-810/30min

To enroll Amusement Advantage's VIRTUAL WORKSHOP on June 29th: Aligning Guest Experience with Shifting Expectations, click here: https://us02web.zoom.us/webinar/register/WN_CH77sdJFRO2mBTuGNwnp_g

And to help us celebrate 150 episodes, register here for the history-making recording: http://attractionpros.com/ap150/

Help us celebrate 150 episodes! We've heard a lot of great stories on the podcast so far, but we haven't heard YOURS! For our 150th Episode Spectacular, and we want to highlight YOU, our listeners, by having you share your favorite attraction industry memory in 2 minutes or less! We'll all gather on July 7 on Zoom to record this historic episode which will go live on July 14. Don't miss your chance to be part of this inspiring episode! It's episode 150... and we're just getting started!

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David Bromilow is Global Director - Parks and Attractions for Mobaro, although you won't hear us talk much about his current position on this episode. Instead, we tap into David's 42 years as a maintenance and safety professional in the attractions industry to find out more about how these dedicated folks keep us safe and entertained.

David starts off by telling us he literally "grew up" at Blackpool Pleasure Beach where his dad worked. From there his story is about building rides, traveling to and living in the US, pioneering safety protocols and working with everyone from a traveling carnival to the big theme parks. We literally only scratch the surface of all the great insight David has to share!

For more on David or Mobaro:

https://mobaro.com/
David on LinkedIn: https://www.linkedin.com/in/david-bromilow-icae-5a157322/
David's email: db@mobaro.com

Help celebrate the AttractionPros 150th episode!

We'll all gather on July 7 on Zoom to record this historic episode which will go live on July 14. Don't miss your chance to be part of this inspiring episode!

It's episode 150... and we're just getting started!

weareallAttractionPros

http://attractionpros.com/ap150/

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Robbie Kellman Baxter is an expert on subscription and membership programs, and is the author of The Membership Economy and The Forever Transaction. Her knowledge of what it takes to create a successful subscription or membership program is wide and deep, and this discussion will help us all understand how this powerful model can benefit our businesses.

She warns, however, that your product and offerings have to be big enough to sustain an membership model, and that if you only focus on getting people in the door, you are missing the boat. To Robbie, a membership program is about telling people you want to have a relationship with them forever, and that you are going to provide a high level of value and trust to keep that relationship alive.

For more on Robbie: https://robbiekellmanbaxter.com/

Special resources for the AttractionPros audience: robbiekellmanbaxter.com/audience

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Matt – matt@performanceoptimist.com

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Are you looking for ways to lead your team into the "new normal"? Schedule a FREE 30 minute call with Matt Heller to talk about anything you'd like... engaging remote employees, personal leadership struggles or your favorite ice cube recipes! Just having someone to talk to can help you maintain perspective and spur new ideas. To schedule your call, click here. When the time is right and you'd like to dig deeper, you may be interested in a coaching program, online workshop (customizable to you and your team) or a book-club style learning engagement. Learning doesn't have to stop because we are social distancing! Click here for virtual and online learning resources!

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Luke Finn is the Founder and CEO of Roller, a tech company providing "all-in-one software for attractions, entertainment and leisure venues."

In this episode, Luke opens up about Roller's beginnings outside of the attractions industry, important lessons that he's learned along the way, and how studying the granular impact of every touch point can lead to amazing technological innovations that have a cumulative effect on the guest experience.

For more on Roller: https://www.roller.software/

To connect with Luke: https://www.linkedin.com/in/lukefinn/

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Matt – matt@performanceoptimist.com

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Dennis Moseley-Williams is a force of nature. His mission is to "inspire people to innovate and implement meaningful and lasting change in their life and business." If you don't find a few ways to implement lasting change from this conversation, you weren't listening.

In this exuberant conversation, Dennis walks us through the steps of the "Experience Economy", highlights what to remove from your business, and why you must take the time to create and design the experience you want your guests to have.

For more about Dennis:

https://moseleywilliams.com/

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Matt – matt@performanceoptimist.com

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Matt Johnson is the Executive Director of IMAG History & Science Center, a hands-on science and aquarium museum in Fort Myers, Florida. Matt is also on his second term as Chair of the Florida Attractions Association.

In this wide-ranging episode, Matt talks about the philosophy of combining history and science education, how a non-profit's goal is to make money despite the title, and how IMAG and attractions can plan for their re-launch when the COVID-19 pandemic winds down.

IMAG website: https://theimag.org/
IMAG Facebook page: https://www.facebook.com/IMAGHistoryScienceCenter/
Matt's email: matt@theimag.org

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Matt – matt@performanceoptimist.com

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Simon Davison is CEO and Founder of Escapology. Based in Orlando, Escapology creates escape games that offer an amazing experience for families, friends, work colleagues or any group of people seeking some challenging fun.

In this fascinating conversation, Simon explains how a self-proclaimed claustrophobic got into the escape room industry, why focusing on what you do well is his go-to business strategy, and the process for creating stories and puzzles that both challenge and entertain.

For more on Escapology: https://www.escapology.com/en/
To contact Simon: simon.davison@escapology.com

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Randy Josselyn is Principal - Wildlife and Conservation at Gateway Ticketing Systems, Inc. If you don't know Randy already, you will quickly be able to tell that he has a passion for the industry and for helping people. He also loves asking questions, so in addition to topics like empowerment and looking at an operation critically, Randy also turns the tables on us and asks us about some of our favorite things about the attractions industry.

For more...

Gateway Ticketing Systems, Inc.
Randy's email: rjosselyn@gatewayticketing.com

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Matt – matt@performanceoptimist.com

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Well this was fun! We gathered on Zoom for the first ever AttractionPros LIVE Online! We've loved this format in person, so we thought we'd try from a responsible social distance! Great questions came in before the recording and we were able to get the perspectives of the call participants to help everyone learn.

Many of the topics centered around the current COVID-19 pandemic including possible relaunch strategies, engaging members or pass holders and what future holds for the attractions industry.

To listen to the other 5 AttractionPros Live episodes: http://attractionpros.com/live/

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Roger Germann is the President and CEO of the Florida Aquarium. His personal mission is not only to improve the aquarium, but to help the entire industry thrive as well. In this fascinating episode, Roger walks us through his leadership philosophy (including in times a crisis), how fundraising has been impacted by COVID-19 and what he would put on a billboard.

For more on the Florida Aquarium or Roger:

Florida Aquarium
Roger Germann on Twitter: @Rogmann

Josh – josh@amusementadvantage.com

Matt – matt@performanceoptimist.com

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Kristina Wilson is a partner with Simply Legal in Miami, FL. They have many clients in the attractions industry, and in this episode we talk about many of the common legal issues businesses are facing while they are shut down and what to do about them. We discuss what businesses are obligated to do in terms inn contracts and where there is leeway, clarity on financing options from the SBA (amidst a sea of ambiguity), and how attractions are using this time to be creative and innovative, particularly when it comes to giving back to their communities.

If you would like to contact Kristina:

Simply Legal: https://www.simplylegal.co/
Office number: 305-858-6208

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Matt – matt@performanceoptimist.com

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Natalie Livingston is the President and Founder of ALIVE Solutions, where she and her business partner are dedicated to "keeping people and operations alive and well".

In this episode, Natalie tells us why she doesn't think there is a lifeguard shortage, what parents need to know to keep their children safe around water and her viral rant that lead to her title of "Water Safety Mama."

For more on Natalie and ALIVE Solutions:

https://alive-solutions.com/

https://www.facebook.com/AquaticsTribe/

https://www.facebook.com/aquaticsafetyconnection/

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Matt – matt@performanceoptimist.com

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This episode is brought to you by BackLooper. Have you ever gotten a negative review online? Better yet, have you ever gotten a negative review online that you actually found to be useful? Wouldn’t you have preferred that that guest contacted you directly? Every organization has its flaws, and you shouldn’t be learning about yours through social media. BackLooper was created to solve this problem directly, by collecting better feedback data from more guests, especially compared to online review sites and many other feedback collection methods. By using BackLooper’s intuitive reporting, you can better understand what your guests are saying in masses, and make quick decisions from the results. To learn how you can substantially increase the amount feedback you receive from your guests, and get started with a no-risk plan, visit www.amusementadvantage.com/backlooper, and contact Josh directly at josh@amusementadvantage.com. It’s time to spend less time wondering what your guests are thinking, and more time connecting with them on a personal level.

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Emily Howard, Vice President at PGAV Destinations, is well versed in creating amazing animal habitats, but admits that she still learns something new every time she interacts with a zoo or aquarium professional.

An architect by trade, Emily has a deep love of animals that fuels her work with PGAV. In this discussion, we dive deep into the details of attraction design, find out how stories are crafted and how they impact the end user experience.

To find out more about Emily and PGAV: https://pgavdestinations.com/

Josh - josh@amusementadvantage.com

Matt - matt@performanceoptimist.com

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This episode is brought to you by BackLooper. Have you ever gotten a negative review online? Better yet, have you ever gotten a negative review online that you actually found to be useful? Wouldn't you have preferred that that guest contacted you directly? Every organization has its flaws, and you shouldn't be learning about yours through social media. BackLooper was created to solve this problem directly, by collecting better feedback data from more guests, especially compared to online review sites and many other feedback collection methods. By using BackLooper's intuitive reporting, you can better understand what your guests are saying in masses, and make quick decisions from the results. To learn how you can substantially increase the amount feedback you receive from your guests, and get started with a no-risk plan, visit www.amusementadvantage.com/backlooper, and contact Josh directly at josh@amusementadvantage.com. It's time to spend less time wondering what your guests are thinking, and more time connecting with them on a personal level.

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Dennis Speigel is the President of International Theme Park Services, a consulting company that serves the global attractions industry. We asked Dennis if he could spend some time with us discussing the impact of COVID-19 on attraction operators now and in the foreseeable future.

While Dennis admitted that we really don't know how long this pandemic will last or what the true outcome will be, he was able to provide perspective and advise on a wide range of subjects. A few we touched on were: should attractions be closed, what can we expect from our guests when it's time to re-open and to remember that as an industry, we are resilient.

For more on International Theme Park Services: http://www.interthemepark.com/

To contact Dennis: dennisspeigel@interthemepark.com

Episode Note: In the intro, we mention that Dennis appeared in the show Tenspeed and Brown Shoe. We later learned that we was actually not in that show but is still credited for it on IMDb.

Josh - josh@amusementadvantage.com

Matt - matt@performanceoptimist.com

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This episode is brought to you by BackLooper. Have you ever gotten a negative review online? Better yet, have you ever gotten a negative review online that you actually found to be useful? Wouldn't you have preferred that that guest contacted you directly? Every organization has its flaws, and you shouldn't be learning about yours through social media. BackLooper was created to solve this problem directly, by collecting better feedback data from more guests, especially compared to online review sites and many other feedback collection methods. By using BackLooper's intuitive reporting, you can better understand what your guests are saying in masses, and make quick decisions from the results. To learn how you can substantially increase the amount feedback you receive from your guests, and get started with a no-risk plan, visit www.amusementadvantage.com/backlooper, and contact Josh directly at josh@amusementadvantage.com. It's time to spend less time wondering what your guests are thinking, and more time connecting with them on a personal level.

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With COVID-19 showing its teeth in the US, many employees have begun working from home. Of course this is great to slow down the spread of the virus, but it has also thrust these employees into situations they may not be equipped to handle.

In this episode, Josh and Matt reveal some best practices for working at home, whether they follow them 100% of the time or not. A few of the tips include to designate a work space, take regular breaks and engage with people socially (but at a distance).

Josh - josh@amusementadvantage.com

Matt - matt@performanceoptimist.com

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This episode is brought to you by BackLooper. Have you ever gotten a negative review online? Better yet, have you ever gotten a negative review online that you actually found to be useful? Wouldn't you have preferred that that guest contacted you directly? Every organization has its flaws, and you shouldn't be learning about yours through social media. BackLooper was created to solve this problem directly, by collecting better feedback data from more guests, especially compared to online review sites and many other feedback collection methods. By using BackLooper's intuitive reporting, you can better understand what your guests are saying in masses, and make quick decisions from the results. To learn how you can substantially increase the amount feedback you receive from your guests, and get started with a no-risk plan, visit www.amusementadvantage.com/backlooper, and contact Josh directly at josh@amusementadvantage.com. It's time to spend less time wondering what your guests are thinking, and more time connecting with them on a personal level.

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Charlie Wickham, Dan Mueller, and David Eubanks are all engineering majors pursuing careers in the attractions industry. The self-proclaimed "Roller Coaster Tycoon" generation, they have developed their passion over years of observations and experimentation. They are now poised to take over as the next leaders in theme park and attraction design.

In this unique episode, we hear many different perspectives on topics like recruiting, networking and setting yourself up for success. They also talk extensively about their student associations and why its so important to get involved.

For more information on our guests and their clubs:

Charlie Wickham

LinkedIn: https://www.linkedin.com/in/charliewickham/ Personal Website: charliewickham.weebly.com Email: wickham@iastate.edu Phone: (651) 324-9730 Iowa State Club: tpegisu@gmail.com

David Eubanks

Email: delogical@gmail.com LinkedIn: https://www.linkedin.com/in/david-eubanks-314402119/ Facebook Group: Facebook TEA-at-UC LinkedIn Group: LinkedIn TEA-UC U Cincinnati Club: ucteapresident@gmail.com Dan Mueller

Email: Mueller.440@osu.edu Website: Https://tpegosu.com Here’s the link to all the TEA list of clubs:

http://www.teaconnect.org/NextGen/TEA--University-Clubs/index.cfm

Josh - josh@amusementadvantage.com

Matt - matt@performanceoptimist.com

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This episode is brought to you by BackLooper. Have you ever gotten a negative review online? Better yet, have you ever gotten a negative review online that you actually found to be useful? Wouldn't you have preferred that that guest contacted you directly? Every organization has its flaws, and you shouldn't be learning about yours through social media. BackLooper was created to solve this problem directly, by collecting better feedback data from more guests, especially compared to online review sites and many other feedback collection methods. By using BackLooper's intuitive reporting, you can better understand what your guests are saying in masses, and make quick decisions from the results. To learn how you can substantially increase the amount feedback you receive from your guests, and get started with a no-risk plan, visit www.amusementadvantage.com/backlooper, and contact Josh directly at josh@amusementadvantage.com. It's time to spend less time wondering what your guests are thinking, and more time connecting with them on a personal level.

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