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