Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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. 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 int

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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. 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

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and 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 ful

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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. T

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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 tha

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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% comp

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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,

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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 sam

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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 attracti

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t! 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.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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 regul

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/ IAAPAExpo and 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, visit www.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

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/ IAAPAExpo and 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.

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   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

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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 mo

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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.   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 Li

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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.   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 guid

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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. 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 o

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning. 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.   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