This episode is structured as an environmental SWOT analysis of the attractions industry, intended to support 2026 strategic planning. Rather than focusing on individual announcements or company-specific outcomes, we identify the external forces currently shaping the business environment—capital flows, guest behavior, technology, politics, and global development patterns. The purpose is not to predict results, but to help teams assess which of these factors represent strengths, weaknesses, opportunities, or threats for their own organizations as they begin planning for the year ahead.

Several conditions stand out. The largest capital projects are increasingly outside the United States, with major licensed developments underway or announced in Abu Dhabi, Saudi Arabia, the U.K., Europe, and Asia. 

Guest expectations are fragmenting. A K-shaped economy is pushing design and pricing toward two ends of the spectrum—value-driven guests focused on affordability and VIP guests focused on convenience and time savings.

“Creature comforts” such as better food, transparent pricing, and reduced friction are becoming baseline expectations, while museums and indoor attractions are gaining ground as guests seek reliability amid extreme weather and travel uncertainty.

External pressures add further complexity: tariffs, immigration policy, volatility in international tourism, political instability, and declining trust in institutions and AI.

Media consumption is shifting as well—social platforms now rival or surpass traditional outlets as primary sources of information. 

This episode does not attempt to rank these forces or offer solutions. It is meant to serve as a starting framework—a way for teams to pressure-test assumptions, identify blind spots, and begin structured conversations about where to invest, where to hedge risk, and where flexibility will matter most in 2026.

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Universal Destinations & Experiences has begun early planning for a theme park in Saudi Arabia, according to an exclusive Wall Street Journal report. The project would be structured as a licensing deal with government-backed funding—the same model Disney announced for its Abu Dhabi park.

This marks Universal's second attempt in the region. In 2008, the company broke ground on Universal Studios Dubailand, but the project stalled after constructing little more than an entrance arch when financing collapsed during the global financial crisis.


For Universal—fresh off the opening of Epic Universe, with Universal Kids Resort (Texas) and a UK park in development—a Middle East licensing deal would establish a presence without capital risk. The licensing model solves multiple problems simultaneously. It generates immediate revenue, provides access to the region's growing tourism market, and avoids the extended profitability timelines that characterize parks Universal builds itself. The structure mirrors successful UAE projects at Yas Island, where SeaWorld, Ferrari World, and Warner Bros. World all operate under licensing or joint venture agreements with government-backed developers.

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Six Flags Magic Mountain has delayed its highly anticipated “first-of-its-kind” coaster to 2027, citing the attraction’s complexity and a commitment to quality. The project—reported to be a Vekoma Thrill Glider—was part of the company’s broader $1 billion investment plan and would have been the park’s first major coaster addition since 2022.

At the same time, Six Flags confirmed a significant pivot toward family-focused IP with the announcement of Looney Tunes Land, a fully reimagined children’s area opening in summer 2026 with upgraded storytelling, expanded green space, new theming, and refreshed dining.

Taken together, these moves raise questions about where Six Flags is placing its near-term bets. Coasters are increasingly expensive and time-intensive to build, and ongoing tariff uncertainty may be influencing capital timelines. The decision to prioritize Looney Tunes—rather than Peanuts—could also signal a push toward IP diversification tied to Warner Bros., especially as broader questions remain about how Magic Mountain and Knott’s Berry Farm will coexist and differentiate within the same Southern California market.

We explore whether this reflects a temporary pause on thrill-heavy investments, a reorientation toward families and reliability, or simply a pragmatic sequencing of projects while the company navigates post-merger integration and external pressures. We also touch briefly on winter and holiday programming that caught our attention, including China’s massive Ice-Snow World and Alton Towers’ Santa Sleepover in the U.K., as operators worldwide look for ways to stabilize attendance across unpredictable seasons. Listen to weekly BONUS episodes on our Patreon.

Netflix announced plans to acquire Warner Bros. Discovery in a $72 billion deal—only to face an immediate hostile counterbid from Paramount. Either path would take months, if not years, to resolve and must clear regulatory and shareholder hurdles. But even at this early stage, the implications for themed entertainment are significant.

Warner Bros. currently licenses its characters across a wide theme park footprint, including Warner Bros. World Abu Dhabi, Movie World, and major IP deployments at Six Flags. Universal relies heavily on Warner Bros., most notably through Harry Potter. Control of Warner Bros. doesn’t just mean streaming libraries—it means leverage over some of the most nostalgia-driven areas in global parks.

If Netflix ultimately prevails, Warner Bros. IP would sit inside a company already experimenting with location-based entertainment through Netflix House—a flexible, free-entry model designed to rotate IP quickly and respond to audience data. That pairing could accelerate Netflix’s ability to move franchises from screen to physical space without relying on traditional park operators. Paramount, by contrast, has shown little interest in themed entertainment and appears focused on consolidating legacy media assets, including cable networks Netflix doesn’t want.

The biggest risk may sit with Comcast. Universal could find itself flanked on two sides: continuing to license Warner Bros. IP while competing against a vertically integrated Netflix that can deploy its own brands directly into physical spaces. While nothing changes overnight, the long-term balance of power between IP owners, licensors, and operators could shift sharply depending on who controls Warner Bros.—and how aggressively they choose to use it.

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A new report reveals how Gen Z and Millennials plan to travel in 2026: 78% say they’ve recreated a childhood vacation or plan to, and 69% avoid overcrowded destinations; 67% cited escape from burnout as a motivator, and interest in wellness and sober travel experiences is rising.

That context frames the debut of Netflix House, now open in King of Prussia, with another location opening this week in Dallas. The venue’s design aligns almost point-for-point with the survey data: flexible IP that can shift quickly with trends (including nostalgia plays like Stranger Things), free entry that lowers the barrier to budget-minded visitors, and pop-up-style attractions that avoid the overcrowding issues plaguing traditional destinations. Even the food program—mocktails, themed desserts, and in-house menu development—mirrors the rise of wellness-conscious, experience-driven dining.

Also this week, a potential Warner Bros. sale could reshape nostalgic touchpoints across the industry—from DC lands to Looney Tunes to Wizarding World. With younger audiences gravitating toward familiar brands and shareable moments, whoever controls these IPs will exert enormous influence over the next decade of park development.

Across all three stories, one trend stands out: guests are seeking comfort, flexibility, and low-pressure nostalgia—and the operators who can rotate content quickly and meet those expectations may have the advantage. Listen to weekly BONUS episodes on our Patreon.

Six Flags has appointed John Reilly as its new CEO—a leader who spent 21 years at SeaWorld and later held top roles at Palace Entertainment, the parent company of regional parks like Kennywood and Lake Compounce. Philip and Scott discuss why that résumé matters: Reilly comes from chains where executives wear multiple hats, work with tight budgets, and operate parks that feel far closer to the “scrappy” reality of Six Flags than the polished, expert-driven models of Disney or Universal. The hosts argue that this is exactly the kind of background a merged Six Flags–Cedar Fair company needs. With the chain in a cash-constrained moment and unlikely to embark on sweeping reinventions, the next CEO must be someone comfortable operating without endless capital—and capable of executing a plan that already exists but has repeatedly stalled. Reilly isn’t tied to either legacy culture, which Scott notes is a benefit: this is a new company, and bringing in someone from the outside avoids the baggage of “old Six Flags” or “old Cedar Fair.” Philip and Scott also briefly address the DOJ inquiry into United Parks’ mobility-device policy, noting that while it may generate headlines, it isn’t likely to have a meaningful industry-wide impact. The real story this week is whether Six Flags’ new leadership can finally move the merged company from planning to performance. Listen to weekly BONUS episodes on our Patreon.

IAAPA Expo 2025 set a new record with 38,520 verified attendees, more than 28,000 qualified buyers, and an expanded floor featuring over 1,100 exhibitorsgt-nov-23. Philip and Scott break down the trends that truly mattered this year: the push toward indoor attractions (from SeaWorld Orlando’s new Vekoma indoor inverted coaster to Merlin’s $90 million Galacticoaster installations), the explosion of 'interactive' dark rides like Sally’s Phantom Theater and its new Mini™ dark ride heading to Qatar, and the rise of 'competitive socializing' through Triotech’s new Montreal trio. They also discuss the operational side: Roller’s new industry benchmark report showing mobile dominating bookings and F&B, membership driving repeat visitation, and digital wallets nearly doubling average spend. Across the board, the Expo revealed a sector leaning into indoor reliability, personalized experiences, and value-minded design. Listen to weekly BONUS episodes on our Patreon.

Six Flags will attempt to leverage Travis Kelce’s 9% investment into a full branding partnership, leaning into ‘the new world.’ Meanwhile, Disney’s stock dipped 7% after its latest earnings show cable is collapsing faster than expected. Streaming and the parks remain its lifeboat, with both those sectors performing well, underscoring that the company’s future lies in IP that monetizes across screens and physical spaces. Finally, Herschend struck a deal to acquire Silverwood Theme Park. Philip and Scott unpack what these moves say about where the industry is heading—fewer ads, smaller screens, bigger personalities, and more mission-driven ownership. Listen to weekly BONUS episodes on our Patreon.

Three companies, one economic reality—and three very different responses. Six Flags is doubling down on its “smaller and more nimble” plan, prioritizing core parks and openly confirming that more closures or sales are coming. United Parks & Resorts (SeaWorld/Busch Gardens) is battling brand confusion after a 25% profit drop, citing weather and marketing challenges while its Halloween events hit record highs. Meanwhile, Disneyland Resort announced 100 layoffs as part of an “organizational recalibration,” even as its parks remain packed and profitable. Philip and Scott unpack how each company’s move reflects a different playbook for survival: consolidation, rebranding, and recalibration. The big question—whose strategy will actually work? Listen to weekly BONUS episodes on our Patreon.

From Hollywood to Florida and New York to Oregon, this year’s Halloween season proved that the industry is evolving—just not abandoning its roots. Sliders continue to grow as choreographed street theater, chainsaws remain the undeniable American haunt anthem, and creative teams nationwide are finding new ways to give guests something active to do between scares. From selfie moments and staged photo ops to queue-line performers and mini-interactions, the focus is shifting from watching horror to participating in it. Philip and Scott break down what these trends say about guest expectations, why smaller haunts are thriving by leaning into intimacy and story, and how even major parks are rethinking Halloween as a festival of constant engagement rather than a night of passive walkthroughs. Listen to weekly BONUS episodes on our Patreon.

Kansas City Chiefs star—and Taylor Swift’s fiancé—Travis Kelce now owns a 9% stake in Six Flags alongside hedge fund Jana Partners, instantly making the struggling park chain a national headline. Former Cedar Fair CEO Matt Ouimet, however, wasn’t impressed—publicly calling out the board for “cycling through CEOs, destroying value, and failing to show ownership” while urging the next chief executive to rebuild with leaders who actually understand entertainment. Philip and Scott unpack what Kelce’s investment really means: Is it a lifeline, a PR distraction, or a sign activist investors are circling?

The hosts also dive into the TEA Global Experience Index, which shows global theme-park attendance up 2.4% in 2024—but growth driven almost entirely by China and the Middle East, while U.S. parks stay flat and pivot to revenue optimization. With Disney, Universal Beijing, and Shanghai Disneyland leading the charge, what can domestic operators learn from markets that are still expanding? Listen to weekly BONUS episodes on our Patreon.

Six Flags is losing more of its board—Executive Chairman Selim Bassoul and Lead Independent Director Daniel Hanrahan will leave the board at year’s end, following CEO Richard Zimmerman’s exit announcement. Bassoul, who also lined up a new role outside the industry, will remain as a consultant through the launch of Six Flags Qiddiya City in Saudi Arabia. The company stumbled when its first press release listed Qiddiya City opening in 2026, only to issue an immediate correction claiming 2025—adding to investor confusion. Philip and Scott unpack what the back-to-back departures mean for a company still struggling to execute its “Great Reset” strategy and whether the Qiddiya slip hints at deeper internal misalignment. They also discuss IAAPA’s Q3 Global Outlook—highlighting how weather, tariffs, and economic uncertainty continue to shape operators’ planning worldwide. Listen to weekly BONUS episodes on our Patreon.

Disney has hiked prices again—day tickets, annual passes, parking, and even Lightning Lane. At Disneyland, parking now costs $40 a day and the top-tier Inspire Key annual pass jumps to $1,899, still with blockout dates and reservation limits. In Florida, annual passes are up as well, though one-day tickets remain steadier. Philip and Scott debate whether these moves are a strategy to manage crowd levels or a sign of the parks leaning further into exclusivity—especially as Disney faces stock pressure and boycotts. Are higher prices a reset for quality and capacity, or the next step in making Disney a luxury brand? Listen to weekly BONUS episodes on our Patreon.

Universal has reopened Stardust Racers at Epic Universe, following a fatal incident earlier this year, and introduced new signage and stricter accessibility requirements. The latest safety guide now warns guests with weakened bones, limited mobility, or difficulty maintaining an upright position not to ride—and the “must walk independently” clause now extends across multiple attractions. Philip and Scott unpack what this means for operators who must balance guest safety, accessibility, and legal liability. Should Universal have waited longer to reopen, or do the updated rules demonstrate responsible transparency? Plus, Universal’s Vegas venue gets festive with Krampus and Kin, a dark-holiday overlay for Horror Unleashed. Listen to weekly BONUS episodes on our Patreon.

This week, we respond to your comments from last week's show regarding Six Flags. Scott recaps his visit to IAAPA Expo Europe; Lego invests £200 million in the acquisition of Lego Discovery Centers from Merlin; and a New immersive art venue, Atlas9, opens in Kansas City. 
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Six Flags reported 298,000 more visits this summer, a 3% attendance bump compared to 2024. But guests spent 7% less on admission, pulling overall revenue down 2% even as food and merch ticked up. Management insists that trading short-term ticket prices for long-term passholder growth will pay off, pointing to early 2026 pass sales pacing ahead with prices up 3%.
Philip and Scott unpack why this strategy only works if guests return—and how seasonal event cuts complicate the picture. Knott’s Scary Farm dropped all Wednesday nights, Magic Mountain cut Thursday Fright Fests, and Sesame Place San Diego abruptly canceled both Halloween and Christmas despite passholder expectations. Cost savings may help hit this year’s $860–910M EBITDA target, but at what risk to guest trust and long-term loyalty? PLUS - Scott is on-location at IAAPA Expo Europe! Listen to weekly BONUS episodes on our Patreon.

Only 19% of U.S. adults say they want “scary vibes” this Halloween—while 30% plan to wear multiple costumes and 70% say organized events are steady or increasing. Philip and Scott unpack the annual HalloweenCostumes.com survey and why it matters: the demand for cute, funny, and cosplay-style experiences is growing faster than gore, audiences are starting to plan earlier, and AI is already a factor in how people search for inspiration. They also discuss how rising competition and budget-conscious consumers may shape event calendars, citing Six Flags Magic Mountain and Knott’s Scary Farm cutting weeknights while Hersheypark’s Dark Nights leans on bundled value and high-quality houses. The big question: with more families and casual fans in the market, can “giggles” and “cute” Halloween now generate more growth than scares? Listen to weekly BONUS episodes on our Patreon.

Universal’s roaming Art the Clown character has become a lightning rod at Halloween Horror Nights Orlando, with videos showing guests harassing, chasing, and even blocking his path. Meanwhile, Hollywood’s version of the same character ran smoothly—suggesting this is less about the IP and more about training, staffing, and audience management.
Philip and Scott break down why safety lapses around street performers are a business problem as much as a guest problem, and how differences in talent pools, training, and crowd “rules” create very different outcomes on each coast. Plus: what Hersheypark’s recent monorail incident and other headlines reveal about the industry’s biggest challenge—safety as a living, evolving plan. Listen to weekly BONUS episodes on our Patreon.

Halloween Horror Nights Orlando is quietly reshaping its playbook. This year, Universal pushed queues outside the park, massively expanded the backstage infrastructure and food offerings, and layered in new entertainment to complement returning classics. From two full shows to new roaming characters, scare zone “boo boxes”, and stage moments like The Cat Lady on Crooked Lane, there's entertainment blanketing most of the park. The result: more space for guests, more reasons to linger, and an event that increasingly sells itself as a multi-night festival, not a haunted house event. This week, we discuss what these moves signal: is HHN expanding capacity by design, or evolving into a broader festival model to attract families and casual fans? And as the event leans on IP like WWE, Fallout, and FNAF—plus $20 no-scare necklaces—does this strategy future-proof the brand or risk diluting its horror core? Listen to weekly BONUS episodes on our Patreon

Las Vegas has logged six straight months of year-over-year visitor declines, with June alone down 400,000 guests amid economic jitters, inflation, and weaker Canadian travel. Yet in Orlando, Epic Universe’s Monsters Unchained just passed a million visits, SeaWorld hit record attendance, and Disney reported another record quarter. Plus, fan conventions nationwide are posting record attendance. As consumers become more savvy, one answer could be that generic “something for everyone” models struggle to cut through, while focused, IP-driven events keep thriving. Is Vegas a canary in the coal mine for U.S. leisure spending—or just a regional wobble?  Listen to weekly BONUS episodes on our Patreon.