Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Michael Acevedo is the Business Development Manager for Nassal. Growing up in Orlando, Michael turned a summer job at Universal Orlando into a two decade career that has spanned ride operations, tech services, engineering, Universal Creative, Walt Disney Imagineering, and now themed construction and fabrication. He has worked on projects such as Harry Potter and the Forbidden Journey, Transformers, the Fantasyland expansion, Star Wars: Rise of the Resistance, and Star Wars: Galactic Starcruiser, before moving into project management and business development at Nassal and its design build brand, nFusion. In this interview, Michael talks about reliability & guest experience, being yourself, full circle career moments. Reliability & Guest Experience “Every minute of downtime on this one attraction impacts the guest experience so much more than even 10 minutes of downtime at this other attraction.” Michael explains how his time in tech services engineering at Universal revealed the tight bond between reliability and guest satisfaction. By combining uptime data with daily guest ratings and information on which rides guests could or could not experience, his team could see which attractions caused the biggest drop in satisfaction when they went down and prioritize problem sensors and components accordingly. This moves reliability from a back of house statistic to a strategic lever, guiding where to invest time and resources so that technical decisions protect the most emotionally important moments in the visit. Being Yourself “So the most important piece of advice I would give people is just be yourself.” Looking back, Michael admits he spent years trying to match an imagined standard of who he should be at companies like Universal and Disney. Over time, he noticed that promotions, project invitations and leadership responsibilities tended to appear when he was showing up as his authentic self. In an industry that needs everyone from artists and engineers to plumbers, accountants and ticket sellers, he argues there is no single template for success. Bringing your real background, culture and personality into the work, and remembering that you are also a consumer of these experiences, is part of what makes you valuable. Full circle career moments “I don't know if I'll ever be able to top that moment, standing there with people who I looked up to, that I was right alongside them.” Michael recalls a defining full circle moment on Star Wars: Rise of the Resistance. After years of development, he stood at the exit on opening morning at Disney’s Hollywood Studios and watched guests step off the attraction in disbelief, some in tears, thanking the team for making their Star Wars dreams real. He links that experience to seeing creative leader Scott Trowbridge at Universal years earlier and wondering what it would be like to work with him, then later sitting together as peers on Galaxy’s Edge. Through mentoring students, hosting shop tours and sharing his story, Michael hopes to help others create their own full circle career moments.   Michael encourages listeners who want to learn more about Nassal to visit nassal.com, where they can explore the company’s portfolio of themed projects and capabilities. He also invites anyone seeking career advice or interested in working with Nassal to connect with him directly on LinkedIn. This podcast wouldn't be possible without the incr

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. IAAPA Expo is often described as the “most wonderful time of the year” for attractions professionals, but it can also be overwhelming: long days, packed schedules, and endless conversations. By unpacking the expo, Matt and Josh share how they turned the week into a soul-filling, business-building experience through people, intentional design, and investing in the next generation. In this episode, Matt and Josh talk about how to turn IAAPA Expo into the most meaningful and memorable week of your professional year. People, Meetups, and Becoming the “Elder Statesman” “This was such a huge ‘people’ experience for me.” Matt’s first big takeaway is simple: people. From the AttractionPros Meetup until leaving Epic Universe on Thursday night, he was in constant conversation, reconnecting with long-time colleagues, and supporting first-time speakers. Matt also talks about his evolving role as a kind of “elder statesman,” helping newer professionals, making the event as much about lifting others up as about his own experience. Booths as Mini Attractions “An expo booth should operate like a mini attraction.” Josh shared how he treated his exhibit booth as a mini attraction. With two interns, they focused on fundamentals of guest service. Details mattered: enhanced carpet padding that felt like “walking on a cloud,” comfortable lounge-style furniture, and a coffee station with branded cups and carefully placed lids so the logo was always visible. Inclusion Beyond Accessibility “Inclusion is not the same as accessibility.” Matt highlights a powerful session on inclusion led by Sharon Newhardt and Enzo Piscopo of Morgan’s Wonderland. Enzo, presenting from a wheelchair on a stage accessible by a newly installed lift, shared how physical accessibility does not automatically equal inclusion. He explained that while ramps and designated seating may check compliance boxes, they can still leave guests and employees feeling excluded such as never being able to choose a seat behind home plate or in a dream location at a ballpark. When IAAPA Expo Really Is a Family Reunion “You never know who you’re related to at the Expo.” Josh shares a story that turns the “family reunion” metaphor into reality. In the middle of a packed Tuesday, he receives a text from his mom: “We have a cousin exhibiting at IAAPA.” The next day, Josh finally met his second cousin once removed — someone who has been in the industry longer than he has, working on the chemistry behind skin for animatronics. They realize they’ve likely been in the same building at the same time for years without knowing it. Quick Hits: Energy, Words, Appreciation, Rest, and Instagrammable Workplaces “Sleep and rest are not the same thing.” Matt runs through a series of “quick hits” that left a mark on him. From the Women in the Industry Luncheon, he shares Lauren Hodges’s concept of managing energy, not just time, reframing mindset language, demonstrating a deeper sense of appreciation, and differentiating sleep from rest. Finally, seeing IAAPA staff proudly taking selfies in their own event space prompts the question: is your workplace Instagrammable for your team? The Intangible Value of IAAPA “The overall value of IAAPA Expo is intangible and sometimes is not even realized until much later in the future.” While you can quantify tickets, sessions, and receptions, the real value of the week for Josh’s interns came from introductions, ment

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Salma Abassaly is the co-founder and managing partner of CERTIS LLC. Born and raised in Paris, she moved to the United Arab Emirates in 2007 and built a career that spanned luxury hospitality, corporate services, managing children’s play areas, and leading leisure facilities before becoming an entrepreneur. CERTIS LLC is a UAE-based inspection and certification body that serves rides, attractions, and leisure facilities, pairing technical rigor with real-world operational insight. In this interview, Salma talks about inspections and certifications, relationship capital, and normalizing diversity. Inspections and certifications “We work with leading operators regionally and we ensure their rides meet international standards and we offer them an end-to-end approach from concept design to installation inspection as well as their ongoing operational audits and inspection.” Salma explains that CERTIS LLC provides an end-to-end approach, from concept and installation inspections through ongoing operational audits and periodic inspections. Her own operator background means she “speaks the language of the operators,” helping clients see an inspection body not as a cost or constraint but as an ally that aligns perception and reality through standards. She and her partner, Fadi, intentionally balance operational fluency and technical rigor so there is “no gap” when addressing client concerns. She also emphasizes credibility as foundational. Accreditation was the stamp that allowed CERTIS LLC to demonstrate quality, reliability, and transparency from day one, opening doors with regional leaders and setting a bar the company intends to uphold as it grows across the region and into emerging markets. Relationship capital “I think the transaction is the ultimate accomplishment of the relationship through the company, but before that, there's the relationship.” Relationships are not just a tactic for Salma; they are a metric of success. She prioritizes availability, consistency, and nurturing human connections beyond business, noting that trust built early makes hard conversations possible when inspections surface issues clients would rather not hear. To protect the partnership at the heart of CERTIS LLC, she and Fadi even engaged in proactive relationship coaching at the company’s founding to set ground rules for how they would show up, disagree, and decide together. That investment sustains a culture of collaboration with each other and with clients, where long-term partnership matters as much as revenue. Salma adds that surrounding yourself with people who are “smarter than you” elevates outcomes and turns competition into collaboration. Growth, she says, is rarely linear; persistence, shared purpose, and strong partners win over time. Normalizing diversity “The goal is not really to highlight gender, but more to normalize diversity.” Reflecting on often being one of few women in boardrooms, Salma argues that representation fuels aspiration and that women’s leadership brings emotional intelligence, resilience, and collaboration that benefit teams and guests alike. Her advice to women entering the industry is to lead as their authentic selves, not by copying stereotypically male behaviors. She hopes her daughter’s generation won’t even need to notice whether there are two women in a meeting, because diversity will simply be normal. Salma also shares her experience of the UAE as dyn

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Tyler Rizzo is the Vice President of Finance at COTALAND. Growing up in Central Florida, he got his start in attractions at Busch Gardens Tampa, then earned a hospitality management degree at UCF’s Rosen College before moving from front-of-house operations into analytics at SeaWorld, revenue analytics at Cedar Fair, and leadership roles spanning analytics and food and beverage. He later consulted at Storyland Studios on pre-concept through opening projects. Today, he’s helping launch COTALAND in Austin, a dense 30-acre park with about 30 rides built alongside Circuit of the Americas, home to the F1 United States Grand Prix. In this interview, Tyler talks about bridging finance and operations, not chasing expensive pennies, and avoiding the doom spiral. Bridging finance and operations “I’ve kind of always treated it like an improv group; you never say no.” Tyler explains that finance succeeds when it partners with operators rather than policing them. He emphasizes open lines of communication, involving department heads in decisions, and never blindsiding colleagues with a spreadsheet they’ve never seen. He also stresses getting into the field, noting how proximity to the park at SeaWorld helped finance teams “walk the walk,” hear guests on rides, and translate spreadsheet cells into real experiences. That frontline credibility matters. Having carried a radio and worked the fryer, he says operators trust guidance from someone who has lived their constraints. Seasonality, hours of operation, and the realities of running rides and restaurants don’t always show up in a model. By pairing operational tacit knowledge with analytics, Tyler builds plans that are both tight on paper and resilient in practice. Not chasing expensive pennies “I’ve had multiple times throughout my career where we chased expensive pennies.” Tyler cautions against over-correcting for small losses without weighing the bigger picture. He uses examples like shrink in retail or food waste in fries: quantification is essential, but so is the cost-benefit analysis of fixes. If moving T-shirts indoors to cut theft chokes visibility and sales, or new security costs exceed the recovered margin, the “savings” are illusory. He extends this thinking to the industry’s top- versus bottom-line focus. Cutting hours or labor can protect a quarter, but erode perceived value and long-term revenue. He contrasts firms that invest in people and guest experience with those making knee-jerk reductions, arguing that sustainable performance comes from meeting or exceeding value expectations, not just trimming expense lines. Avoiding the doom spiral “The easy button is to absolutely reduce hours, reduce labor, those start to become expensive pennies though when you’re losing your core market.” When attendance dips, slashing staffing may seem prudent, but Tyler warns it can trigger a negative loop: thinner teams degrade service, which depresses visits further. His advice is to evaluate and realign the product’s value proposition to what guests expect in that market, then execute consistently over time rather than relying on short-term cuts. He notes this discipline is hardest when micro results are choppy, yet it’s precisely when conviction matters. Whether for a single FEC or a multi-park operator, recovery hinges on a clear multi-year plan rooted in core hospitality, supported by data, and adapted through continuous testing of

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Evan Barnett is the President of Pyek Group. Starting in the industry at 16 cleaning restrooms at Water World USA, he was quickly thrust into leadership, moved from park services to water safety, and grew under strong mentors who sharpened his view of people-first operations. Today, Evan leads Pyek Group across four parks in three markets under two brands, focusing on culture, clarity of mission, and what he calls the “un-water park” mindset: hyper-clean facilities, great food, and genuine hospitality. In this interview, Evan talks about cold, hard leadership, being unoffendable, and doing the basics really well. Cold, hard leadership “It’s tough. It’s cold, hard leadership is really what it is. And it’s listening and understanding and just realizing, hey, give the other guy the benefit of the doubt.” Evan frames leadership as equal parts standards and empathy. Early in his career, he learned that perception is reality: a supervisor saw “slowness” while Evan was meticulously scrubbing grout with a toothbrush. That moment shaped how he equips teams by giving clear direction, the right tools, and assuming positive intent before judging outcomes. At Pyek Group, he translates this into over-communicating vision across varied brands and communities, aligning departments around a single mission so daily frictions become sparks that sharpen rather than burn. He also guards leaders’ attention from getting hijacked by edge cases. Rather than orbit the “loud 20%,” he pours recognition and coaching into the 80% who show up wanting to do great work, using high-fives, momentum building, and consistent standards. For Evan, culture is “caught, not taught,” spread through a thousand conversations and modeled behavior that make accountability feel fair and human. Being unoffendable “The one core value I really want to hone in on that we have is called unoffendable… be unoffendable, man.” Unoffendable is a Pyek Group core value, not an aspiration. Evan wants feedback to flow fast and candidly without venom and without weaponizing “brutal honesty.” In practice, that means seeking to understand before being understood, extending grace because everyone, including leaders, will need it back tomorrow. He links unoffendable behavior to hospitality itself: when a guest complains about cold food or long lines, defensive walls only distract from fixing the day. Empathy and grace let teams remediate quickly and leave people feeling cared for. Internally, the same posture fuels agility. Teams “fire themselves” metaphorically, stepping out to reset their mindset and reenter discussions ready to solve problems together. Evan emphasizes that core values must be binary and lived. You are kind, or you are not. You are unoffendable, or you are not. Keeping feedback direct but non-weaponized preserves trust, speeds pivots, and keeps focus on the guest experience over ego. Doing the basics really well “Just do the basics really well.” Borrowing a line he admires from Troy Aikman, Evan centers Pyek Group on mastery of fundamentals: smiling welcomes, clean spaces, good food, frictionless transactions, and consistent delivery day after day. He calls it “power in the mundane,” resetting every morning so the thousandth “Where are the lockers?” gets the same warm response as the first. That dependable baseline becomes a brand personality guests can feel, and it cannot be copied by simply duplicating slides or

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Nathan Caldwell is the Bestselling Author, Thought Leader, and Speaker of Empowering Kindness. A lifelong performer-turned-leadership coach, Nathan’s early career on stage taught him how guest-facing energy is created (and depleted) every shift. He later guided culture and leadership through multiple corporate acquisitions, evolving his research and writing into the book Empowering Kindness and the practice behind it. Empowering Kindness supports organizations with practical, science-backed frameworks that lift performance by building trust, clarity, and courage. In this interview, Nathan talks about Empowering Kindness, developing leaders, and beating the calendar. Empowering Kindness “Kindness takes strength, bravery, and wisdom to execute upon.” Nathan pushes kindness far beyond “being nice.” Drawing on research and lived experience, he frames kindness as a disciplined leadership choice: seeing others’ needs (empathy), stepping into the gap despite discomfort (bravery), and applying the right response at the right time (wisdom). He cites studies showing that environments rich in kindness elevate wellbeing and performance, arguing that people are literally built to respond to good. Leaders operationalize this by defining what kindness looks like in specific roles, training for it, and equipping teams to deliver it consistently—not hoping people will “just be kind.” Instead of the tired “compliment sandwich,” Nathan recommends an “Oreo” culture: clearly state what “good” and “excellent” look like, and call them out often. Doing so deposits trust so that hard feedback is welcomed rather than resisted. When leaders are known for recognizing excellence, coaching moments land as invitations to rejoin that standard, not as gotchas. The outcome is a reinforcing loop of clarity → recognition → trust → growth. Developing Leaders “They must be great at filling people up with energy.” Borrowing from his performer background, Nathan describes the “energy lifecycle” of guest-facing roles: guests draw energy all day; if leaders only pull, teams burn out. Great leaders replenish through coaching, recognition, and practical support. He also normalizes the loneliness of leadership and urges leaders to build peer networks, learn continuously (books, webinars, podcasts), and identify personal recharge rituals. The goal isn’t endless cheerleading; it’s deliberate energy management so people can show up strong for guests and each other. Nathan’s prescription is both organizational and personal. Organizations should create forums and rhythms where leaders learn together and hold one another accountable. Individually, leaders must notice depletion, own recovery, and return to the floor refueled. That self-awareness is a kindness to the team: a recharged leader is capable of the courageous conversations and steady presence that growth requires. Beating the Calendar “You have to beat the calendar. You have to win against the calendar. Intentionality is the only way to do it.” Seasonality and turnover can’t be excuses. Nathan warns against hoping people “pick up” experience during the busy months; that’s how issues get swept under the rug until they become trip hazards. Instead, map the precise competencies leaders need (e.g., handling difficult conversations), then schedule training, role-plays, and practice reps before peak season. Treat these as must-run plays, not nice-to-haves. When int

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you. Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real. Phil Royle is the Vice President of LEGOLAND Development and Operations at Merlin Entertainments. With nearly 25 years at Merlin, he’s grown from a 17-year-old ride operator at Chessington World of Adventures to opening Madame Tussauds Hollywood, leading guest experience at LEGOLAND Florida, and spearheading the development and launches of new LEGOLAND parks in New York, South Korea, and Shanghai. His career spans operations, development, community engagement, and global brand stewardship across 11 parks, multiple water parks, and themed hotels. In this interview, Phil Royle talks about being brick-centric, fantastical escapism, and teaching everything you can. Brick-centric “We have to make sure that everything we do centers around the brick. The brick is absolutely a core part of everything we do.” Phil explains that the LEGO brick is not just theming—it’s the operating system for the entire resort experience. Because LEGOLAND serves families with children ages two to twelve, attractions are intentionally designed as “pink-knuckle” firsts: first coaster rides, first driving school licenses, and first hands-on build zones. Accessibility and inclusion are embedded, from wheelchair access to widespread Certified Autism Center credentials across parks, aligning day-to-day operations with the brand’s “only the best is good enough” ethos. He describes a tight collaboration with the LEGO toy company, aligning new lands and attractions to upcoming toy lines so the parks bring IP like Monkey Kid to life in rides, hotels, and interactive spaces. Even hotel rooms extend the brick-first philosophy: families wake up inside immersive, character-rich environments and can step straight into building play, ensuring the brick is literally the first and last touchpoint of the day. Fantastical escapism “We want that fantastical escape to just say, ‘wow, I woke up at LEGOLAND.’” Phil explains that escapism is a design and operational mandate for both kids and parents. While queues and coasters provide the familiar structure of a theme park day, discovery and agency come from integrated build-and-play moments, such play areas inside queues, free-build buckets, guided vehicle-building challenges, and earthquake tables that turn trial-and-error into laughter and learning. Guests think they’re just racing cars or stacking towers; in reality, they’re encountering physics, structural engineering, and cause-and-effect through tangible, joyful play. He emphasizes that parents are part of the magic. Attractions and play spaces are planned so adults can ride, build, and celebrate alongside their kids, or comfortably supervise from thoughtfully designed lounges with clear sightlines (single-entry/exit play areas). Dining, shows, seasonal characters, and event overlays (from Brick or Treat through the holidays) complete a rhythm that lets families “forget the big wide world” for a day and live inside a story built from bricks and imagination. Teaching everything you can “You can only move on if you teach your team absolutely everything you can so that they can be successful on their own.” Phil frames leadership mobility and park scalability as outcomes of radical knowledge transfer. Opening multiple parks across continents required documenting processes, building successor capability, and ensuring local teams could operate confidently after handover. When knowledge is hoarded, questions bottleneck

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t! IAAPA Expo week can feel like a blender, between travel, hectic schedules, and a convention center with lots of shiny, flashy lights. Rather than merely surviving, Matt and Josh crowdsource veteran wisdom into a Thrival Guide, leaning on planning, pacing, intentional networking, and purposeful follow-up so the week becomes genuinely transformative. In this episode, Matt and Josh talk about IAAPA Expo thrival tips—how to plan with intention, protect your energy, network on and off the floor, leave space for serendipity, and turn post-show momentum into results. From Survival to “Thrival” “It could be transformational to you as a human being, to your business, to the industry, to your team.” IAAPA Expo is more than a trade show; it’s an annual reset. Matt and Josh reframe the week from “survive” to “thrive,” emphasizing that transformation only happens when you participate with intention. Walk in with a plan (what to see, who to meet, which sessions to attend), but also hold room to apply what you learn. The payoff is compound interest: new ideas, stronger relationships, and momentum that carries well beyond November. Prepare With Purpose “Preparation, preparation, and one more time—preparation.” Use the online show guide and IAAPA Connect+ app to map exhibitors, sessions, and meetups before you arrive. Matt and Josh highlight pre-reaching out to people you want to see for breakfasts, coffees, or a lap of the floor together to ensure important conversations happen. Josh adds a mindset check: if someone leaves saying they “didn’t get anything out of it,” that’s usually a signal to plan better and proactively seek value. Pace Yourself (Feet First) “Wear comfortable shoes.” —Many submitters The most repeated tip is also the simplest. Comfortable footwear (gel insoles for the win) plus smart self-care keeps you sharp from early mornings to late events. Josh even “pre-games” with ibuprofen to prevent aches before they start. Protecting your energy means you can stay present in sessions, actually walk that extra aisle, and say “yes” to the spur-of-the-moment invites that matter. Network On and Off the Floor “Consider attending some of the night events… and bring business cards.” Don’t limit networking to the exhibit hall. Young Professionals Mixer, IAAPA Celebrates, and other evening events are where quick hellos turn into real conversations. Bring cards (or capture details digitally), and jot a note on each contact so your follow-up is specific. Also, be proactive during the day. The right question at the right booth (or in the hallway) can unlock unexpected connections. Leave Space for Serendipity “Keep time free for networking. Great ideas are shared over coffee.” Build “white space” into your calendar. A strategic zig-zag lap of the floor early in the week helps you orient; then use unscheduled pockets for spontaneous demos, peer conversations, or simply catching your breath. Jamie’s mantra of “ride the ride” applies here: experience things that excite you—even outside your lane. Those surprises often spark the best post-Expo ideas. Capture and Follow Up “Plan your post-show before the show.” Thanksgiving arrives fast. Block time now for emails, calls, and debriefs. Each evening, recap who you met, what you learned, and what you’ll do next so the week doesn’t blur together. Also, don’t work so hard you forget the FUN—but do make the fun actionable when you get home.   Download the ful

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Heather Doggett is the Founder and CEO of Immerse Universe, Masterful Impact Consulting, and Scream Score. A zoologist-turned-operator and experience designer, Heather spent decades in zoos and aquariums spanning animal care, interpretation, education, training, operations, and exhibit design—often blending mission-driven content with theatrical techniques through seasonal events and a troupe she founded, Theater Gone Wild. Today, she helps organizations design for impact using human-centered and co-design methods, while also leading Scream Score, a biometric app that measures emotions during live experiences. In this interview, Heather talks about the power of theater, co-designing experiences with the staff, and measuring fear. Power of theater “I just knew the power of theater.” Heather explains that awe, magic, and surprise trigger a psychological state where people become more receptive to new perspectives and behaviors. She describes how moments of spectacle—“beauty and spectacle and magic and sparkles and silly and fun”—create optimism and connection, opening the door for cause-based action far more effectively than signage or information alone. Entertainment becomes the “magic sauce” when mission-driven institutions intentionally create those moments and then support guests with clear, hopeful paths to act on what they already care about. She cautions that “pizazz and spectacle” without the follow-through falls flat. The effectiveness comes from designing the awe and pairing it with the next step—tools, prompts, and choices that make desired actions easy and meaningful. That balance reflects Heather’s science-meets-theater mindset: understand the psychology, engineer the moment, and design the bridge from emotion to impact. Co-Designing experiences with the staff “Co-designing is a scary word, but I'm telling you, it is the can opener to the special sauce.” Heather argues that operators should bring employees into the design process—not just solicit ideas on sticky notes, but practice true human-centered design that uncovers barriers, motivations, and benefits for team behaviors. Rather than prescribing one-size-fits-all scripts, she suggests asking, “What would be meaningful to you?” and shaping guidelines that let people act authentically. When staff co-create recovery tools, onboarding, and daily workflows, ownership rises and behaviors stick because they are easy, popular, and fun—not just mandatory. She also emphasizes behavioral economics: people will default to the “easy” benefit of clocking in and out unless new benefits outweigh the status quo. Leaders must lower barriers (tools, time, permissions) and raise benefits (recognition, autonomy, social proof). Even unglamorous topics—like ladder safety—can be gamified and made culturally “popular.” The goal is an immersive employee experience where back-of-house spaces, processes, and rituals reinforce the same magic promised on stage. Measuring fear “Now Screamscore is out on the market, and people can compete with their friends to see who is the most scared on a roller coaster, escape room, or haunted house.” Scream Score translates real biometric signals into playful competition and operational insight. Heather explains that simply measuring heart rate isn’t enough; the platform leverages wearables and an individual’s historical data to normalize differences and detect the true stress (fight-or-flight) response. T

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Faisal Mirza is the Associate Vice President of the New York Hall of Science. With a career spanning iconic New York institutions—including the American Museum of Natural History, the Intrepid Sea, Air & Space Museum, the Empire State Building, One World Observatory, and even LaGuardia’s Terminal B—he has led opening teams, built high-performance operations, and shaped guest experience at scale. At NYSCI, he champions “design, make, and play” through hands-on exhibits rooted in STEM and community impact. In this interview, Faisal talks about the oohs and ahhs, cost-effective vs. better, It’s okay to be nice. The oohs and aahs “I think a lot of us have come into this industry because of the oohs and aahs that we are part of… you get those oohs and aahs and you get the wows.” Faisal ties the magic of reveal moments to operational purpose. He recalls One World Observatory’s deliberate build-up: from the storytelling elevator ride to a dramatic reveal that regularly prompted applause and even tears. He emphasizes that leaders should revisit these moments frequently—stepping out of the back office to reconnect decisions and data with the guest’s emotional response. At NYSCI, that same spark is cultivated by translating concepts into creation. Visitors learn about light, space, or insects, then head into the Design Lab to “use your hands,” turning ideas into tangible projects. That cycle—from discovery to making—keeps guests coming back for the “wow” and reminds teams why meticulous execution matters. Cost-effective vs. better “Should we look into being very cost-effective or being better? There’s always balance… it goes back to what the organization is really looking for and how, as a leader, you can justify that process.” When choosing between a sign and a person, Faisal argues that “profitable” and “memorable” aren’t always the same. At Terminal B, his team justified human touchpoints (e.g., pre- and post-TSA guidance) by instrumenting the experience with data: NPS, robust passenger surveys at the gate, mystery shops, and large-scale trainings. With measurable outcomes, “better” isn’t a vague ideal—it’s a defensible investment. He frames the decision as a strategic reflection of organizational DNA. In hyper-competitive markets, small touches compound: clear sightlines, open space, visible staff, and right-sized wayfinding all convert friction into confidence. The lesson for attractions is to define the guest standard, then measure relentlessly so quality choices stand up to budget scrutiny. It’s okay to be nice “When you, as part of that team, see, ‘It’s okay to be nice. I didn’t know that.’ When you see others doing it and you’re in that universe of everyone being nice, it’s really great.” Faisal describes how staffing critical junctions, like the “recomposition” area right after TSA, signals a cultural norm: proactive help is expected. In fast-paced New York, hospitality can still thrive when leaders model it and operationalize it. By placing people where guests naturally feel uncertain, teams normalize courtesy, reduce stress, and elevate the entire journey. That mindset carries into museums and attractions. From shinier floors to warmer smiles, “little things” matter as much as headliners. Faisal’s leadership lens blends big-picture reveals with micro-gestures that make visitors feel cared for, proving that kindness is both practical and powerful.   Faisal would like to tha

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Gina Elliott is the VP of Strategy and Administration of Slick City Action Park, and she now serves as chair of the International Association of Adventure & Trampoline Parks (IATP), where she champions scalable training, safety, and culture across parks of all sizes. Jason Haycock is the Director of Strategic Accounts of Schoox, bringing eight years in enterprise HR technology to mobile-first learning for large frontline workforces. Together, Gina and Jason spotlight how digital platforms, blended with in-person training and coaching, elevate performance, reduce risk, and boost retention. In this interview, Gina and Jason talk about digital training transformation, immersive employee experience, and investing in your team Digital training transformation “Training is such a critical piece… there is a direct correlation with training and safety… transitioning to an LMS… you can push that down to the hourly employee and you’re gonna get that instant notification of when it’s done.” Gina contrasts “pencil-whipped” PDFs and broken binders with a mobile-first LMS that meets today’s frontline where they already learn—on their phones. Digital courses, instant transcripts, and exportable records simplify audits and incident response while allowing rapid, system-wide updates without reprints or classroom bottlenecks. “It’s surprising to us that we’ll show up and see that they’re still using paper. We really have an emphasis on meeting these employees where they are, being able to learn quickly and on the go.” Jason explains how short, role-specific modules and micro-assessments accelerate time-to-productivity for younger teams accustomed to bite-sized learning. He notes outcomes such as faster onboarding, sales lift, and reduced injuries/premiums when digital training is paired with clear expectations and live practice. Immersive employee experience “You can build the best park, but if your employees aren’t trained or even understand what an immersive experience is, you’ve lost that guest, and it’s gonna be very hard to retain them.” Gina reframes immersion as an employee mandate: blend brief videos, interactive elements, leaderboards, and hands-on tasks so every learning style is engaged and confidence builds before live guest contact. She stresses pacing: begin with a 10–15-minute orientation, verify knowledge, then layer responsibilities over 30/60/90 days instead of “300 modules” on day one. “These frontline employees… learn differently than a corporate employee… It’s ongoing training in addition to what they have for onboarding.” Jason adds that evolving parks (VR next to ax-throwing, bowling, pickleball) demand agile cross-training. Quick, on-the-spot refreshers and continuing modules keep skills current as attractions and technology change, while managers observe and coach to certify real-world proficiency. Investing in your team “Make your employees feel like they’re heard and they’re valued. If it comes to spending that money at the beginning, do it. It’s going to ultimately lead to a better customer experience, a better employee experience, and a more successful business.” Jason frames training as a proactive investment, not an expense: organizations already “pay” through turnover, weak sales, and incidents if they undertrain. Upfront investment converts training into a competitive advantage—supporting growth, reviews, referrals, and retention. “We saw a park with a 90% comp

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Running a modern trampoline or adventure park isn’t as simple as “put trampolines in a warehouse and open the doors” anymore. Operators juggle guest expectations, evolving tech stacks, labor realities, and the need to turn first-time visitors into loyal fans. In this conversation, Matt and Josh surface practical solutions with a live panel—Phillip Howell (Best American Trampolines), Greg Spittle (ROLLER), and Brandon Willey (Intelliplay)—covering design, data, kiosks vs. people, post-visit marketing, gamification, and AI. In this episode, Phillip, Greg, and Brandon share how the trampoline park model has matured and what tech-enabled moves will define the next five years. From Warehouses to Polished, Parent-Friendly Parks “We were going into warehouses… 10 to 15,000 square feet of actual trampolines… no party rooms, no decoration on the wall.” Early parks were bare-bones. Today, Phillip emphasizes warm, inviting environments: clean sightlines, framed netting, wrinkle-free pads, murals, and real seating and TVs for parents. The aesthetic isn’t vanity - it sets the perceived cleanliness and quality bar the moment guests walk in. Match Online Promises with Onsite Reality “That upfront experience needs to match the experience when I walk through the door.” Brandon flags a common miss: aspirational websites and social feeds that don’t reflect the actual facility. Greg adds that outdated online checkout flows lose guests before they arrive. Align visuals and copy with the real experience, and make the digital path to purchase smooth. Before–During–After: Design the Whole Journey “There’s a bit of technology in every piece of that journey.” Before the visit: modern web and frictionless online booking. During the visit: clear wayfinding, staffed self-service kiosks (never kiosks alone), and trained team members who intercept stress and upsell thoughtfully. After the visit: structured follow-ups—survey, intercept negative feedback before it hits Google, and segmented re-engagement. Kiosks Need Humans “You can’t just leave the kiosks out there and expect success.” Automation works best with people in the loop. The winning model pairs one well-trained team member with multiple kiosks to guide choices, protect the experience, and enable upsells… without leaving a 16-year-old “on an island.” Own the Post-Visit Moment (and the Data) “Trampoline parks have a massive advantage. You have mandatory waivers… it’s marketing data.” Use waivers to power segmentation: birthday clubs (30–45 days out), membership offers, and interest-based campaigns. Greg notes birthday bookings often happen ~3 weeks in advance, so time your messages. Automate when possible, but always deliver genuine value in every send. Wearables & Gamification Drive Repeat Visits “After the bands were in place, repeat visitation went up to 78%.” Intelliplay’s wristbands track activity, show session status (green to red), reduce PA “time’s up” moments, and fuel leaderboards. With demographic data and in-park behavior, operators can create attraction-specific events (e.g., dodgeball nights) and reward systems that keep families coming back. Clean Lines = Clean Minds “You see a wrinkled pad and it looks dirty.” Optics shape reviews. Details like pad tension, framed netting, and tidy sightlines communicate safety and care, prevent “dirty” perceptions that damage ratings even when facilities are spotless. AI Now & Next: Practical,

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Ron Romens is the President of Commercial Recreation Specialists (CRS). A lifelong creator and entrepreneur, he’s been a welder, butcher, truck driver, concession operator, inventor, founder of RAVE Sports (where he helped introduce the first floating trampoline), and, since 1999, the leader of CRS. From Verona, Wisconsin, CRS has grown to approximately 60 team members, representing dozens of top-tier product lines and offering end-to-end recreation solutions—designing lakes and beaches, curating aqua parks, splash pads, shade, and more for camps, municipalities, attractions, and resorts. In this interview, Ron talks about unstructured play, controlling your experience, and how boredom stimulates creativity. Unstructured play “To me, I think unstructured play, I don't think there's near enough of it nowadays. Everything we have is very structured.” Ron ties his inventor mindset directly to the freedom he experienced outdoors as a kid—“sleeping under the stars, swinging off the rope swing, turning over rocks, catching crawdads.” Those unscripted days formed a template for how CRS designs experiences today: create spaces that invite discovery, not dictate it. Whether it’s a floating trampoline evolved into a “floating playground” or a purpose-built lake with active and passive zones, CRS builds environments where guests can self-organize, collaborate, and learn through play. He contrasts this with more static, linear attractions (“chlorine and concrete”), noting that open-water, back-to-nature settings put “grass and sand between people's toes.” The result is cross-generational connection and replayability—like the multigenerational family he watched at a Whoa Zone, all choosing their own challenges and sharing one big, memorable experience together. Controlling your experience “People want to have a little bit more control of their own experience now.” Ron traces a market shift since the late 2000s from passive, ride-centric theming toward participatory recreation—zip lines, ropes courses, and on-water challenge parks where guests set pace, path, and intensity. CRS leans into this demand by curating “best-of-class” equipment and tailoring it to each client’s goals—amenity, program tool, or monetized attraction—so guests can choose routes, repeat obstacles, or team up with family members. This philosophy extends to CRS’s consulting approach: before selling gear, they back up to the “why.” Who is the audience? What outcomes matter? How will success be measured over one, three, and five years? By aligning design with desired control (from gentle exploration to vigorous challenge), CRS helps owners deliver experiences that feel personal, social, and repeatable. Boredom stimulates creativity “It also gets you into a place where you might even have some boredom. And boredom kind of stimulates creativity as well, especially when you've got a group of kids together.” For Ron, occasional boredom is a feature, not a bug. In nature, what first seems disorderly reveals patterns the longer you stay. Give kids a bucket, shovel, sand, and water and “they’ll be there forever… creating new games.” CRS intentionally designs canvases—dynamic lakes, floating courses, beaches—where conditions (wind, water, temperature, crowd mix) change daily, nudging guests to tinker, adapt, and invent. That dynamism inspires the “human spirit,” a core CRS mission. Like skiing after fresh snow versus on ice, the sam

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   As the summer of 2025 winds down, attraction operators face the challenge of balancing operational efficiency with guest satisfaction. From pricing strategies and staffing to wayfinding and third-party partnerships, even the smallest details can shape the overall experience. In this episode, Matt and Josh talk about 10 key guest experience (GX) observations from summer 2025, drawing from theme parks, sporting events, family vacations, and more. Parking Prices and First Impressions "Parking is an excellent revenue source. However, charging an exorbitant amount of parking is a surefire way to create a horrible first impression that will cascade into the rest of the visit." Josh emphasizes that while parking is a strong revenue stream, overpriced parking creates negative sentiment before guests even step inside the gates. Matt connects this point to his experience in Europe, where paying for parking upon exit felt more palatable and less intrusive. When guests feel gouged at the start, it colors their perception of every expense throughout their visit. Communication Beyond Signs "It's commonly said that guests don't read signs. Supplement verbiage on signage with audio announcements and, better yet, personalized announcements." Josh highlights the importance of layered communication, pointing out that lengthy signs often fail to connect. Audio cues and direct interactions provide clarity, ensuring guests feel guided rather than overwhelmed. Guest Comfort and Stress Reduction "Sometimes the best thing you can do for your guests is focus on making them more comfortable and removing stress from their visit." The conversation stresses that alleviating friction points—like confusing kiosks or clunky ticketing—can be just as impactful as adding new amenities. Matt compares this to the Apple Store’s model, where handheld payment devices reduce stress and make transactions seamless. Empowering Guests Through Participation "When a guest plays an active role in their experience, it enhances satisfaction and makes the experience more repeatable." From gem mining activities to splash pads outside stadiums, Josh reflects on how unassuming elements can unexpectedly become highlights for guests, particularly children. The takeaway: attractions should look for ways to make even passive experiences more engaging and interactive. Staffing Balance and Service Consistency "Being understaffed negatively impacts the guest experience, but so is being overstaffed if it leads to miscommunication and errors in the steps of service." The right staffing levels are critical—too few employees cause delays and frustration, while too many can lead to inefficiency and errors. Additionally, Josh stresses that third-party concessionaires must deliver the same service quality as direct employees, and vice versa. Sometimes the Thing Isn’t the Thing "Sometimes the thing you think is the thing isn’t the thing, and the thing you’d never think could be the thing might actually be the thing." Through stories of his son enjoying splash pads and gem mining more than the “main attractions,” Josh illustrates how unexpected elements often create the most memorable moments. For operators, this means recognizing that small, seemingly secondary features can hold immense value for guests.   As summer transitions to fall, Matt and Josh invite listeners to reflect on their own guest experience lessons. What did you notice at attracti

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Coen Bertens is the owner of Coen Bertens Consultancy, where he partners with leisure and hospitality operators on operations, leadership, and guest experience. After beginning his career in banking, Coen joined Efteling in the Netherlands, where he moved from finance to operations, ultimately serving as director/CEO of the park. During his tenure, Efteling earned national recognition for guest friendliness and advanced a long-term, story-driven resort vision. In this interview, Coen talks about starting with people, shifting culture, and creating one fan a day. Starting with people “How you treat your people is how you treat your guests… you have to start with your people and change them into ambassadors.” Coen explains that Efteling’s transformation didn’t begin with guest-facing tactics—it began by equipping employees. Guided initially by advice from Lee Cockerell, the team built a “personal compass,” a single digital place where employees sought and shared feedback, identified talents, and aligned those talents to both personal growth and organizational contribution. Rather than pushing a hospitality script, leadership focused on pride, ownership, and talent development so that frontline teams would naturally deliver better experiences. That shift also meant moving decision-making closer to the work. Managers stopped “running and doing all the tasks,” and responsibilities—like resolving complaints on the spot—moved to the frontline. The results compounded: ideas surfaced faster, confidence grew, and service recovery became immediate instead of hierarchical. Shifting culture “We knew that if you want to be the most guest-friendly company… it’s about changing the culture.” Culture change started with clarity of vision. A survey revealed that only a small slice of leaders could articulate Efteling’s vision; nearly everyone else operated without clear goals. Coen’s team distilled the vision into a simple, memorable “nine-plus organization”—akin to striving for a five-star standard—and recruited 50 internal ambassadors to spread it. Leaders repeated the vision constantly and connected it directly to tools like the personal compass so it lived in daily routines, not just on a wall. Empowerment mechanisms reinforced the shift. An Innovation Lab replaced the “idea box,” inviting students and staff to pitch solutions onstage to a centralized steering team. One standout idea—using VR to let guests with disabilities experience the Dreamflight dark ride alongside their families—came from a student, not management. Coen also shares a pivotal New Year’s Eve story: when buses failed to arrive after midnight, employees self-organized to drive hundreds of guests home. That response—spontaneous, generous, and owned by the frontline—became a living metric of culture more powerful than any dashboard. Creating one fan a day “Keep it simple: create one fan per day… everyone has the time to create one fan per day.” A hospitality professor’s advice became a durable operating principle: small, intentional moments scale culture. With ~800 employees a day, one fan per person translates into more than a million fan moments annually. Crucially, it’s not about giveaways; it’s about personal attention. In Efteling’s Fairytale Forest, for example, an employee simply walks a parent and child to the restroom through winding paths, turning wayfinding into a warm, human interaction. Coen ties these moments to

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t! In any organization, the challenge of coaching employees lies in going beyond simply correcting mistakes or giving direction. Leaders often struggle with balancing accountability and support, while ensuring coaching conversations remain productive and motivating rather than intimidating. In this episode, Matt and Josh talk about how coaching can be transformed into a meaningful, structured process by using Matt’s acronym “COACH,” which breaks down the essential elements of effective coaching in the workplace. C – Conversation "It starts with a relationship, and the relationship starts with a conversation." Matt emphasizes that coaching begins with genuine, informal conversations that build trust and rapport. By connecting with team members in a non-threatening way, leaders lay the groundwork for more meaningful dialogue about performance and growth. Josh adds that framing it as a “conversation” rather than discipline helps employees feel comfortable and open. O – Observation "You're observing with your eyes… you're really listening to what they have to say." Observation is more than just hearing words—it’s about reading body language, tone, and consistency between words and actions. Matt points out that focused observation helps leaders truly understand their team members, while Josh relates it to the concept of “management by wondering around,” where leaders intentionally gather insights by being present. A – Ask Questions and Assess "Until I ask more questions and dive in, I won’t know if I’m answering the right question." Asking thoughtful, open-ended questions uncovers deeper issues that may not be obvious at first glance. Assessing the responses ensures that leaders don’t jump to the wrong conclusions. Josh draws a parallel to service recovery, where skipping ahead to solutions often leads to addressing the wrong problem. C – Connect the Dots "To me, this is the coach’s superpower." Matt highlights that a coach’s unique value lies in making connections employees may not see themselves. Whether it’s linking patterns of behavior or uncovering underlying causes of challenges, connecting the dots creates “light bulb” moments that drive real growth. Josh notes that this requires active, intentional leadership that goes beyond simply checking boxes. H – Help and Hold Accountable "The coach isn’t going to be the one that does it… it’s all about them." The final step is providing guidance on how to move forward and ensuring accountability for follow-through. By helping team members prepare for conversations or challenges, and then checking back in, leaders empower employees to act with confidence. Josh explains that accountability is more effective when it’s expected and structured, not a surprise.   Coaching is both an art and a science, and Matt’s COACH model offers a framework for leaders to foster growth and accountability in their teams. What strategies do you use when coaching your employees? Share your suggestions with us by emailing attractionpros@gmail.com or joining the conversation on social media.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Connecting employees to the mission of an organization is a challenge faced by both nonprofit and for-profit attractions alike. While many companies have a mission statement written on the wall or tucked into a handbook, the real impact comes when team members truly live and breathe it in their daily work. Recently, the AttractionPros community was asked how to connect employees to the mission beyond training and orientation. In this episode, Matt and Josh talk about creative, authentic ways organizations are engaging employees with their mission and the practical strategies leaders are using to foster genuine buy-in. Making Roles Relevant "I think it's important for employees to know exactly where their role fits in in achieving the mission." – Kelly One key approach is showing team members how their work directly contributes to the larger purpose. Kelly shared her experience at a history museum, where orientation tied every role—no matter how behind-the-scenes—to the mission of storytelling. By making the mission specific and personal, employees feel valued and connected. Mission Beyond Nonprofits "Our mission is at the forefront of most everything we do at Hershey Entertainment and Resorts Company." – Jeff While mission-driven cultures are often associated with nonprofits, Jeff from Hershey Entertainment demonstrated how deeply mission can be embedded in a for-profit business. Through internships, education, and community outreach, Hershey connects its legacy to both guest experiences and long-term societal impact. This shows that mission alignment is just as critical in commercial organizations. Leadership Modeling the Mission "By consistently embodying our organization's mission, we built greater trust and belief among our team members." – Chris Chris emphasized that the mission must be demonstrated from the top down. When management actively participates in frontline activities, it reinforces credibility and trust. For employees to embrace the mission, they must see leaders living it every day, not just in one-time gestures. Recognition and Reward "What you are reinforcing are behaviors that align with your mission." – Michael Recognition programs should move beyond generic rewards to focus on behaviors that support the mission. Whether through incentives or acknowledgment, employees should feel that their alignment with organizational values is seen and celebrated. This transforms recognition into a meaningful reinforcement tool. Listening and Feedback "Be open to hear the good and bad. Be respectful and kind." – Gil An open culture ensures the mission is continuously evaluated and strengthened. By encouraging feedback—even when it’s critical—organizations show that the mission is bigger than hierarchy. This openness fosters inclusivity and collective ownership of purpose. One-on-One Connections "One-on-one conversations… may feel like not the best use of hours… but could spread like wildfire through the rest of the team." – Brandon Individual conversations with employees create authentic pride and connection to the mission. While not scalable like company-wide messaging, these personal moments can have an outsized cultural impact. As Matt added, the biggest difference can sometimes be made with the smallest audience. Building Buy-In "Another consideration is reviewing the mission annually or biannually." – Eric Eric highlighted that real mission connection requires regul

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/ IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Matt Cooper is the Founder of SPRK Lighting. With a background in music, theater, and AV integration, Matt brings a unique blend of creative and technical expertise to the attractions industry. After realizing that many of his theater colleagues had moved into theme parks, he joined the industry himself and soon found that lighting design in attractions offered a dynamic canvas for storytelling. SPRK Lighting, founded in 2018, focuses on immersive and intentional lighting design for location-based entertainment venues. In this interview, Matt talks about a novel approach to lighting, theater realism, and budget vs. coordination. Novel Approach to Lighting “It was a novel approach to lighting design, specifically for attraction spaces… It was fun, it was creative, it celebrated the collaboration of a team.” Matt’s entrepreneurial mindset led to the founding of SPRK Lighting with the goal of breaking the mold of the stereotypical grumpy lighting designer. Drawing from his AV integration background, he embraced the design-build model—less common in attractions—which allowed for a more seamless creative process from concept through installation. Matt believes lighting should be accessible, collaborative, and joyful, and that this approach is not only artistically fulfilling but also more cost-effective for regional attractions. By tightly integrating design and execution, SPRK eliminates the common friction between designers and integrators, maximizing value for operators, especially those with lean budgets. Theater Realism “We attempted to bring a kind of theater realism, which isn’t real reality, but it’s our interpretation of reality.” Using a Shanghai project as an example, Matt explained how traditional exhibit-style lighting gave way to more dramatic, theatrical techniques that brought static environments to life. Applying knowledge from live theater—such as manipulating texture, day-to-night transitions, and environmental dynamics—he and his team created lighting effects that made miniature cities appear to breathe. This philosophy elevates lighting beyond utility into a powerful storytelling tool. Whether enhancing drama in a haunted house or invoking wonder in a children’s attraction, Matt emphasizes that lighting can serve as a primary medium for delivering emotional impact—when it’s treated as part of the narrative, not just a technical necessity. Budget vs. Coordination “It isn’t always a budgetary issue. It’s often a coordination issue.” Matt argues that many lighting limitations attributed to budget are actually rooted in a lack of early collaboration. He stresses that meaningful creative integration requires upfront alignment between designers, fabricators, and operators. Too often, infrastructure like power and data is overlooked until late in a project, resulting in compromises that diminish guest impact. Instead, Matt advocates for early conversations that prioritize guest experience, ensure infrastructure supports design goals, and allow the team to find cost-effective yet compelling solutions. As he says, a great guest experience doesn’t come from the most expensive lights—it comes from lights used with purpose, collaboration, and care.   To learn more about SPRK Lighting, visit www.sprklighting.com or connect with Matt on LinkedIn. Whether you're designing a roller coaster or a cookie shop, he’s always open to talking about lighting, bourbon, or Dippin’ Dots at

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/ IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t! Every year, Matt embarks on a coaster-packed adventure known as CoasterNerdCon (CNC), and this time, the journey took him across Europe to explore some of the continent’s most iconic theme parks. While the thrills were plenty, the biggest takeaways came from the unique operational practices, cultural nuances, and creative design elements that make European parks distinct. In this episode, Matt and Josh talk about Matt’s CNC 2025 trip and what the U.S. attractions industry can learn from parks in the Netherlands, Belgium, Germany, and beyond. Parking Efficiency and Operational Design"You pay for parking on the way out." In contrast to the standard U.S. practice of paying for parking upon arrival, European parks often collect parking fees as guests exit. This adjustment alleviates early morning bottlenecks and allows guests to flow into the parks more smoothly. Matt noted the process was surprisingly efficient, especially when paired with mobile QR code systems. Cultural Influence on Park Hours and Expectations"Europeans want to go home for dinner." Many parks Matt visited closed as early as 6 or 7 PM—a surprising shift from the late-night hours common in the United States. This practice aligns with European cultural norms around evening family dinners, emphasizing how societal values shape operational decisions, even at the cost of potential late-night revenue. Quiet Platforms and Safety through Simplicity"There were no loud spiels... just a thumbs up and you go." Matt observed that European ride platforms are notably quieter than their American counterparts. Without booming safety announcements, parks rely on body language, gestures, and rider intuition—reflecting a different approach to liability and guest trust, possibly stemming from less litigious cultures. Laughter is Universal"Smiles, laughter… it doesn't matter what language you're speaking." Whether at a German theme park or a splash pad in Chicago, Matt and Josh reflected on how joy transcends language. Laughter, excitement, and human connection provide a universal language—an important reminder for guest-facing teams everywhere. The Power of Industry Connections"You must be one of us." Matt recounted how introductions from one industry peer led to behind-the-scenes access, personal tours, and new friendships. These moments underscore the importance of professional networking within the attractions industry and the unique camaraderie shared by theme park enthusiasts. Constraints Fuel Creativity"There’s no trademark on creativity." Parks like Efteling and Phantasialand thrive despite physical limitations like land usage caps or height restrictions. Instead of seeing these as barriers, they use them to drive innovation. Layered layouts, immersive theming, and integrated storytelling show how limitations can lead to imaginative breakthroughs. Authenticity vs. Theming"Is it still theming when it feels this real?" Europa Park’s recreation of European countries felt so authentic that Matt questioned whether it crossed from themed design into genuine reality. Unlike caricature-style lands, these parks replicate realistic environments with subtlety and accuracy—offering immersion without overstated fantasy. Cross-Cultural Communication"Body language and gestures became our best tools." Though Matt doesn’t speak German or Dutch, navigating the parks was easier than expected thanks to signage, body language, and intuitive design.

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you’ll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don’t miss it — we won’t!   Olly Morgan is the Founder and CEO of Ventrata. With a background in software engineering, Olly entered the travel and attractions industry by building a ticketing system for an online travel agency before founding Ventrata. What started as a necessity after a job loss evolved into a decade-long journey to develop an enterprise-level ticketing solution tailored for large attractions, tour operators, and museums. Ventrata now powers mission-critical systems across the globe, all while being built organically without large rounds of funding. In this interview, Olly talks about persistence over scale, staying true to the culture, and adapting the operations to the technology. Persistence over scale “There’s never been any kind of grand strategic plan or chess move. It’s just been persistence, honestly, on that path.” Rather than pursuing aggressive scaling or courting large-scale venture capital, Olly built Ventrata by focusing on solving real problems in the industry. In the early days, he lived and worked like a monk in the Czech Republic, coding relentlessly with a small team. That laser focus on product development, not scaling for the sake of growth, allowed the company to form a strong foundation. Even during the pandemic, when the travel industry was severely impacted, Ventrata found momentum by offering modern, cloud-based alternatives to legacy systems. The company’s growth came not from massive investment but from consistent progress, deliberate decision-making, and building technology that could truly serve enterprise needs. Staying true to the culture “You’ve got to stay true to your people and your culture… The second you forget that and try to be something else, it never goes well.” As Ventrata scaled to over 120 employees, Olly remained committed to cultivating a culture rooted in shared values and a unified vision. The team has remarkably low turnover, with only five employees leaving in the company’s 10-year history. Olly attributes this to a clear focus on mission-driven work and hiring individuals who care more about purpose than prestige. Instead of hiring flashy executives from big-name companies, Ventrata has relied on the original team and those aligned with the culture. This approach has allowed them to navigate growth pains—like introducing structure and hierarchy—without sacrificing the familial bond that formed in the company’s earliest days. Adapting the operations to the technology “Align yourself really closely to the strengths of a platform that closely matches your requirements—and then completely leverage that.” Olly challenges a common approach in the attractions industry: creating long, rigid lists of tech requirements and expecting software companies to conform. Instead, he advocates for attractions to choose a tech partner whose product direction they trust, and then adapt internal operations to align with the software’s strengths. This philosophy, illustrated through Ventrata’s partnership with Big Bus Tours, allowed for a transformative change during the pandemic. Rather than over-customizing, Big Bus adopted the system’s approach, which led to more efficient implementation and better long-term results. Olly emphasizes that success comes not from Frankenstein-style customization but from mutual alignment and a willingness to embrace change, with technology providers playing an active consulting role during implementation. For more information