Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] 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.   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 [email protected] or connect with him on LinkedIn. Learn more about BlueGator at their website, where you can also submit a request for a meeting.   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] 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.   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!   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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!   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   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 [email protected], where she welcomes inquiries or further discussion.   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

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%.   Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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.   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

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%.   Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%. Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team: Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%. Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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. 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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

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%. Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning. 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.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team: Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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 [email protected] 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.   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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 [email protected]. You can also follow RumbleBuzz on Instagram and LinkedIn for the latest updates and insights from Kristy and her team. 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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   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.   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%. 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 [email protected]. 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.   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   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 To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   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 Audio and video editing by Abby Giganan To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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%.   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 [email protected].   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 To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected]. 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 Audio and video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 story Matt 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 back Reflecting 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 people Observations 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 operations Exploring 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 immersion Matt 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.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

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.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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: [email protected]   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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: [email protected]   BMorrow Productions Website: www.bmorrowproductions.com   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 Audio and video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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).   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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. 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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

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. 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 To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   What do you think of this episode format?  Let us know if you want us to produce more minisodes! To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected], or connect with her on LinkedIn. 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 To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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. What do you think of this episode format?  Let us know if you want us to produce more minisodes!   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.    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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   What do you think of this episode format?  Let us know if you want us to produce more minisodes!   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected], or find us any of the socials.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected], or find us any of the socials.   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 Video and audio editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected].   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected] or on LinkedIn.   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 [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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 [email protected]. 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   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

  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. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team: Scheduling and correspondence by Kristen Karaliunas Summary written by Mason Nichols Audio and video editing by Abby Giganan To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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.   Accountability One 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 Resolutions In 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 Resolutions Matt’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 Industry Our 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! This podcast wouldn't be possible without the incredible work of our faaaaaantastic team: Scheduling and correspondence by Kristen Karaliunas Summary written by Mason Nichols   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)