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Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Nick DiMatteo is a leader in the attractions and entertainment industry with a background that spans banking, food and beverage, and immersive amusements. Growing up in an entrepreneurial family, he developed financial acumen early, holding a P&L as a child and learning the fundamentals of business from his grandfather. His career evolved from finance into hospitality and ultimately into amusements, where he now focuses on innovation in guest experiences. In this interview, Nick talks about changing the world, multi-sensory birthday parties, and ambiverts. Changing the world “I think that we could change the world one kid's birthday party at a time.”   Nick frames his work through a surprisingly ambitious lens. What might seem like a simple birthday party becomes, in his view, an opportunity to create meaningful emotional impact. He explains that small, intentional moments can carry significant psychological weight, especially for children. By focusing on how experiences make people feel, rather than just what they do, he believes operators can create memories that resonate far beyond the moment itself.   This mindset stems from his desire to make a difference, which he describes as both a personal driver and a refined professional strength. What once may have been people-pleasing has evolved into a strategic advantage, allowing him to design experiences that genuinely connect with guests and elevate the perceived value of even the simplest interactions. Multi-sensory birthday parties “The person in the party controls the sound, the light, and the smell of the environment.”   Nick introduces a new concept in birthday celebrations through a product that transforms the party room into an interactive, immersive environment. Rather than treating the room as a passive space for cake and gifts, his approach makes it the centerpiece of the experience. By integrating sound, lighting, and scent, the room itself becomes part of the celebration, responding dynamically to the birthday child and their guests.   He emphasizes how this innovation levels the emotional experience regardless of party size. Whether five guests or fifty, the environment can create the same sense of excitement and importance. This not only enhances the guest experience but also delivers stronger perceived value for parents, who are often making a significant financial investment in the celebration.   Ambiverts “The majority of the population is not extroverts.”   Nick highlights the importance of designing experiences that accommodate different personality types. While activities like karaoke often cater to extroverts, his approach intentionally creates space for those who are more reserved. By allowing guests to ease into participation and step back when they choose, the experience becomes more inclusive and comfortable for everyone.   This philosophy reflects a broader understanding of guest behavior. Rather than forcing engagement, Nick advocates for environments that invite participation naturally. By recognizing that many people fall somewhere between introvert and extrovert, he designs experiences that adapt to the guest, rather than expecting the guest to adapt to the experience.   Nick can be reached on LinkedIn, as well as by email at [email protected]. To learn more about his work and company, visit fortyfivegames.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Ben Thompson is the CEO of Storyland Locations. With a career spanning Mars, The Walt Disney Company, and Merlin Entertainments, Ben has built a strong foundation in brand development, storytelling, and attraction design before launching his own ventures within the Storyland ecosystem. His work focuses on creating immersive, story-driven experiences by bridging intellectual property, operators, and locations. In this interview, Ben talks about story-led experiences, connecting IP to operators, and being a lifelong learner. Story-led experiences “Story is how we make sense of the world.” Ben frames story as more than entertainment or escapism. He sees it as a fundamental way humans interpret reality, made up of character, setting, and plot. This philosophy drives his approach to experience design, where attractions are not just physical spaces but narratives that transport guests and help them connect with different perspectives. By anchoring experiences in meaningful storytelling, he believes attractions can foster empathy, connection, and shared understanding. He also emphasizes that story exists on a spectrum. Some experiences are deeply immersive, while others are lighter and more socially driven. The key is intentionality. Whether designing a highly themed environment or a more casual interactive space, the goal is to create something that resonates emotionally and delivers a clear narrative purpose. Connecting IP to operators “There’s enough brilliant IP and locations who want to create beautiful spaces that we can bring both creativity and the rigor to bring these things to life.” Ben explains that Storyland Locations serves as a bridge between intellectual property owners, real estate developers, and operators. Each group plays a critical role, but aligning them requires both creative vision and analytical discipline. His process begins with defining the “why” behind a project, followed by evaluating market opportunities, benchmarking competitors, and modeling feasibility. He highlights that success depends not just on the strength of the IP, but on the people behind it. Strong relationships, trust, and collaboration are essential to bringing concepts to life. Operators must see value beyond licensing costs, while IP holders need flexibility in how their stories are adapted. Ultimately, connecting these pieces is an iterative process that blends storytelling, business strategy, and relationship management. Being a lifelong learner “I am always going to be dissatisfied with how much I know… in a relatively healthy way.” Ben credits much of his growth to continuous learning. Early in his career, he consumed a wide range of business books, and today he supplements that with podcasts and project-specific research. He views learning as both a personal driver and a professional necessity, especially as he frequently steps into new challenges where he only “knows enough to be dangerous.” This mindset fuels his willingness to experiment, adapt, and improve. Whether refining his leadership approach, exploring new creative concepts, or leveraging tools like AI, Ben sees learning as an ongoing process. His curiosity extends beyond the attractions industry, drawing insights from history, architecture, and business to inform his work and keep his perspective evolving.   Ben can be reached on LinkedIn, where he actively engages with industry peers. To learn more about Storyland Locations, visit www.storylandstudios.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Marc Dixon is the managing director and co-founder USA of Study Academy USA. He got his start in the attractions industry in the mid-90s at Lagoon in Utah, then spent about two decades with Kodak in event imaging solutions before moving into other attraction tech businesses and, ultimately, e-learning. Today, Study Academy USA partners with organizations like IAAPA to build learning management systems and convert proven training content into trackable, scalable online courses for attractions. In this interview, Marc talks about technology in attractions, AI’s purpose in the industry, and learning to take risks. Technology in attractions “We get to provide smiles and great experiences and memories.” Marc frames attraction technology as a means to capture, enhance, and scale what guests come for in the first place. He walks through the evolution of on-ride and experiential photography, from analog systems to digital, and from green screens to background removal and image enhancement. Even with smartphones everywhere, he argues the souvenir imaging business hasn’t disappeared because guests still want content they cannot create themselves, especially on rides and in curated photo moments. He also connects that same “tech serves the experience” mindset to his current work with Study Academy USA. By building modern LMS tools and e-learning content for attraction operators and associations, the goal is to give attractions another practical way to train at scale while still supporting the on-the-job behaviors that make guest experiences great. AI’s purpose in the industry “I’ve heard the statement that AI is not going to replace your job, but people using AI will.” Marc’s view is that AI should primarily enhance work, not replace it outright. In imaging, he points to AI-driven improvements like background replacement and photo cleanup that reduce friction and raise quality, even when small mistakes happen in capture. In training, he sees AI as a way to make learning data more useful by pulling insights from LMS results and highlighting where teams are struggling, so leaders can coach more precisely. He’s also clear about responsible use. Marc says he would never copy and paste AI output without reviewing it because it still needs to reflect his voice and intent. His biggest concern is people trusting AI blindly instead of treating it as a tool that speeds up work while still requiring human judgment. Learning to take risks “Learn to take risks, man, go for it. If there’s something you’re really passionate about and you want to try, what’s the worst that can happen?” When Marc describes choosing entrepreneurship over a comfortable corporate role, he makes it clear that the risk is real and not always glamorous. There are good days and bad days, and some paths do not work out the way you expect. But he emphasizes persistence and adaptability, saying the wins come from believing it will work and being willing to pivot until you find the path that does. His advice to younger professionals is direct: take the risk, try the thing, and treat missteps as learning opportunities rather than permanent failures. That mindset, he says, is what keeps founders moving forward when uncertainty shows up.   Marc can be reached on LinkedIn, as well as by email at [email protected]. To learn more about Study Academy USA, visit www.studyacademyusa.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s your guest experience strategy?  You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates?  Liebman Leisure Group helps attractions do exactly that.  From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by chance.   To schedule a consultation call, visit www.liebmanleisure.com/attractionpros.  Don’t leave your guest experience to chance.  You should be known for creating memorable experiences… on purpose.   Anthony Sabo is the Vice President of Zoombezi Bay and Guest Services at the Columbus Zoo and Aquarium. He started in the attractions industry as a teenager at Kennywood Park in Pittsburgh, moved into seasonal rides maintenance, and then built his career by gaining experience in both maintenance and operations, including time at the Columbus Zoo and at Universal Orlando. Today, he helps lead a uniquely large, mission-driven organization that includes the zoo, a major water park, and expansive conservation efforts. In this interview, Anthony talks about maintenance and operations, figuring out the nuts and bolts, and dad-based leadership. Maintenance and operations “You don’t understand operations until you work in operations… You don’t understand maintenance until you work in maintenance.” Anthony explains that both teams ultimately want the same outcome: safe guests who have a great day. The friction shows up when each department views the same situation through a different lens, especially in the rare moments when something feels unfamiliar even if it is technically fine. His solution centers on clarity and trust: explain the why, bring the other team into the visuals, and use the moment as a teaching opportunity so the relationship gets stronger long after the issue is resolved. He also notes that collaboration matters even more in a decentralized structure, where influence relies less on titles and more on relationships. When leaders invest in communication and cross-department understanding, hard conversations become productive instead of personal, and the operation gets better for everyone. Figuring out the nuts and bolts “What I really learned was I loved understanding the nuts and bolts of how the park operated.” Anthony traces his growth back to saying yes to unfamiliar opportunities, including jumping into rides maintenance with “zero mechanical aptitude” and learning by doing. That curiosity carried him from Kennywood to the Columbus Zoo, where he discovered it was “much, much more than just a zoo,” including 16 amusement rides and the 23-acre Zoombezi Bay water park. He shares how the organization has learned to align those experiences with the zoo’s conservation mission, from naming and interpreting attractions like Conservation Tower to tying ride storytelling back to animal care and conservation messaging. He emphasizes balancing guest feedback with operational realities. Guests may ask for deals or more to do, while leaders must also manage real costs and capacity pressures. His examples show how the best solutions solve multiple needs at once, improving the guest experience while strengthening the operation behind the scenes. Dad-based leadership “That ‘dad’ is the type of manager that best resonates for me.” Anthony describes how his leadership evolved as he moved from maintenance management into an operations environment where coaching and conversation were more effective than blunt correction. The lightbulb moment was finding a style that fit him and served his teams, making even difficult conversations easier because they come from support, not ego. He connects that approach to leadership development, too. His goal is to give rising leaders the tools to succeed anywhere by teaching the parts of the business they may not naturally see, including attraction development and financial fundamentals. In his view, long-term success comes from listening, relationship-building, and sharing knowledge so the next generation can step in prepared.   Anthony can be reached on LinkedIn, and to learn more about the Columbus Zoo and Aquarium, visit www.columbuszoo.org. To learn more about Zoombezi Bay, visit www.zoombezibay.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s your guest experience strategy?  You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates?  Liebman Leisure Group helps attractions do exactly that.  From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by chance.   To schedule a consultation call, visit www.liebmanleisure.com/attractionpros.  Don’t leave your guest experience to chance.  You should be known for creating memorable experiences… on purpose.   Elizabeth Lugo is the executive director of parks, tours, and the sailing company at Grupo Xcaret. Originally from Mexico City, she moved to the Cancun area for what was supposed to be a short project and ended up building a 30-year career rooted in operations, guest experience, safety, logistics, and leadership. Today, she helps lead a fast-growing portfolio that includes parks, tours, ferries, catamarans, and yachts, all designed to celebrate Mexican culture, connect visitors with nature, and deliver a seamless vacation experience. In this interview, Elizabeth talks about tourism in Mexico, creating a culture of learning, and 18,000 collaborators. Tourism in Mexico “Grupo Xcaret is located in the Mexican Caribbean near Cancun area.” Elizabeth explains how the company grew from two iconic parks into a full tourism ecosystem that touches nearly every part of a visitor’s trip. Beyond parks and tours, Grupo Xcaret expanded into hotels with an “all fun inclusive” concept that bundles transportation, access to parks and tours, and a complete vacation experience into one package. She also shares how their tour operations focus on details that shape comfort and satisfaction, like designing their Chichen Itza buses with two bathrooms instead of one. Across parks, nature-based experiences, cultural celebrations, and transportation on land and sea, Elizabeth positions Grupo Xcaret as both a destination and a major driver within the broader tourism landscape in Mexico. Creating a culture of learning “What can we do more impressively? Not just for the visitors, but also for our people.” When asked about being recognized as a top place to work, Elizabeth goes back to the earliest “seeds” of the company’s culture. She describes how Grupo Xcaret invested in education by providing teachers and class time during working hours so team members could complete elementary school and later high school, creating ripple effects that elevated families and communities over generations. That learning mindset continues today through constant improvement, listening systems, and leadership behaviors that stay grounded in real guest and employee experiences. Elizabeth emphasizes that the company doesn’t treat learning as a one-time training event, it’s part of how they evolve with new generations, new technology, and rapid expansion while still trying to protect what made the culture special in the first place. 18,000 collaborators “The challenge with that is that opening operations and going from 350 people to 18,000 collaborators is how you permeate that culture.” Elizabeth describes the scale of growth, from a small operation of a few hundred people to a massive organization, and the challenge of keeping the culture consistent as new parks, hotels, and business lines launch. She explains that one tactic is ensuring that at least 30% of the team in a new operation comes from established parts of the organization, so the “DNA” carries forward and helps onboard new people into the purpose and pride of the company. She also explains why they use the term “collaborators” instead of employees; it reflects the belief that everyone contributes ideas and value, from frontline roles to leadership. Through tools like “Cafe con Liz,” quality circles, surveys, transparent postings, and career paths, Elizabeth outlines how they try to keep communication open, trust strong, and collaboration real across a workforce of 18,000.   Elizabeth can be reached on LinkedIn, as well as by email at [email protected]. To learn more about Grupo Xcaret, visit www.xcaret.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s your guest experience strategy?  You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates?  Liebman Leisure Group helps attractions do exactly that.  From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by chance.   To schedule a consultation call, visit www.liebmanleisure.com/attractionpros.  Don’t leave your guest experience to chance.  You should be known for creating memorable experiences… on purpose. Kevin Williams is the Founder of KWP Limited and Publisher of The Stinger Report. A former Disney Imagineer and longtime voice in the immersive entertainment sector, he advises operators, developers, and brands across theme parks, location-based entertainment, and the rapidly growing world of social entertainment. Through his writing and analysis, he’s known for digging into what works, what fails, and why, then translating those lessons into practical guidance for leaders trying to keep pace with changing guest expectations. In this interview, Kevin talks about the next phase of immersive technology, transmedia, and embracing your audience. Next phase of immersive technology “What I was talking about seven years ago about the emergence of VR has been superseded by the adoption of XR.” Kevin frames “immersive” as an elastic term that stretches from Pepper’s Ghost to projection systems to today’s immersive display tech. What’s different now isn’t that immersion suddenly exists, but that audiences expect more agency inside experiences. He points to the rise of social entertainment and competitive socializing, where gamification is being applied to restaurants, bars, and hospitality concepts because people want more than a place to sit. They want something to do together. He also stresses that the industry is exiting the hype cycle and entering a more disciplined era. The goal is less about chasing shiny tech and more about understanding what works operationally, financially, and emotionally. In his view, the “next phase” is building experiences that hold attention, reduce friction, and create repeat-worthy fun, not just novelty. Transmedia “Transmedia means the ability for a brand or a narrative to circumvent multiple delivery platforms.” Kevin describes transmedia as the movement of a story or brand across formats, from screen to physical place and back again. He points to examples like Netflix House and LEGO Discovery Center as signs that entertainment IP is increasingly becoming something you can step into, not just watch. He also reminds listeners that this isn’t a brand-new strategy, using Walt Disney as an early blueprint for extending storytelling across film, television, and the theme park environment. At the same time, he cautions against treating IP like a magic upgrade button. A mediocre experience wrapped in a famous brand is still a mediocre experience, and he argues that investors often favor IP because it feels safer, even when the fundamentals aren’t there. The real requirement is a clear guest experience and narrative path people can easily understand and enjoy. Embracing your audience “You don't just chuck it in because everybody's doing it. You're going to have to understand your audience.” Kevin’s bluntest point is that many projects fail because leaders build for trends instead of building for guests. He describes “spaghetti moments” where operators throw technologies into a concept hoping something sticks, then quietly move on when it doesn’t, without extracting lessons. His post-mortem approach is about finding the real causes, including mismatched business models, poor repeat-visit planning, and ignoring frontline feedback. He also calls out the habit of using technology to mask unresolved fundamentals. If an attraction choice is driven by copying competitors, or if leadership avoids the hard truths in reviews and exit interviews, the problem isn’t a lack of gadgets; it’s a lack of listening. For Kevin, embracing your audience means designing for who they are, how they behave in groups, and what keeps them coming back, then using data to refine the experience rather than passing judgment.   Kevin can be reached on LinkedIn, as well as by email at [email protected]. To learn more about his work, including The Stinger Report, visit the LBX Collective and The Stinger Report online. Additional resources: Entertainment Social Arena Wonderverse Closure LBE Zone Social Entertainment: Amusements Competitive Edge (Amusement Expo International 2026) This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s your guest experience strategy?  You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates?  Liebman Leisure Group helps attractions do exactly that.  From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by chance.   To schedule a consultation call, visit www.liebmanleisure.com/attractionpros.  Don’t leave your guest experience to chance.  You should be known for creating memorable experiences… on purpose. Marah Rodriguez is the Regional VP of Sales of Mobaro. Marah started in the attractions industry at 16 as a lifeguard at Wet n Wild in Orlando, helped open a wakeboard park, studied communications at UCF with a minor in hospitality management, then took an unexpected detour into HIV prevention work through the American Red Cross and clinics in Florida. After time in advertising sales with AT&T, a connection to a water safety products customer pulled her back into the attractions world, and later joined the Mobaro team in 2021. Mobaro is a digital platform that connects teams like safety, maintenance, and operations in one system, replacing paper processes with real-time visibility into daily tasks and performance insights. In this interview, Marah talks about life’s twists and turns, listening and empathy, and women in leadership. Life’s twists and turns “Life had a different turn for me and I didn't end up getting a job in hospitality in St. Thomas. I actually went and veered off with American Red Cross doing HIV prevention.” Marah’s story is a reminder that career paths in attractions are rarely linear. She shares how early experiences in safety and operations shaped her foundation, but it was the unexpected pivot into public health that stretched her perspective. That chapter was not a detour in hindsight, it became part of the skill set she brought back into business and leadership. She also emphasizes how relationships and reputation can quietly shape your future. Doing good work, staying connected, and being curious led to multiple “full circle” moments, including her return to the industry and later her move to Mobaro after being remembered from a brief conversation at AIMS. Listening & empathy “What I learned and the importance of that sort of work is the importance of listening and having empathy.” Marah frames listening and empathy as practical leadership behaviors, not soft skills. She explains that people can tell immediately when you are not engaged, and that real listening starts with presence, curiosity, and genuine interest in someone’s story. That mindset helps leaders learn faster, build trust, and spot what teams actually need. She connects this directly to sales, too. In her view, sales is not about pushing a product, it’s about understanding what someone is trying to achieve and helping them get there. Whether the goal is safety, professionalism, or efficiency, the best outcomes come from asking good questions, paying attention, and meeting people on their timing, not yours. Women in leadership “We really enjoy having a night we can come together and celebrate our successes and try to support each other.” Marah shares how she has leaned into advocacy through IAAPA’s Women in Leadership Task Force and a growing network of women across amusement parks and attractions. She highlights momentum like expanding educational programming, increasing engagement, and creating more spaces where women can connect, learn, and be seen. Her advice to aspiring leaders is straightforward: get involved earlier than you think you should, believe in yourself, talk to people at every level, and remember that everyone is human. She sees the attractions industry as uniquely approachable, and she encourages women to use that openness to build relationships, confidence, and leadership opportunities.   If you want to connect with Marah directly, she recommends connecting on LinkedIn. You can also learn more about Mobaro at mobaro.com, and you can reach her by email at [email protected]. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s your guest experience strategy?  You probably have a marketing strategy, recruitment strategy, and sales strategy, but what about intentionally turning first-time visitors into loyal advocates?  Liebman Leisure Group helps attractions do exactly that.  From creating a culture of “wow” moments to empowering staff to recover from service failures, great experiences don’t happen by accident. To schedule a consultation call, visit www.liebmanleisure.com/attractionpros.  Don’t leave your guest experience to chance.  You should be known for creating memorable experiences… on purpose. David Contreras is the COO of Pistil Consortia. A technical architect by trade, he has practiced architecture since 2006 and is licensed in multiple states and countries, with experience spanning healthcare, hospitality, restaurants, and commercial work. Pistil launched during the height of the pandemic with his wife as majority owner, then grew quickly by earning trust as a startup and specializing in spaces built for fun, leisure, and performance. In this interview, David talks about architecture for entertainment, balancing fantasy and reality, and developing leaders. Architecture for entertainment “It’s like you’re designing fun.” David explains that entertainment design starts with psychology and first impressions, not just drawings. He describes how teams must consider the guest journey from arrival to check-in to how families decide what to do next, while also accounting for safety, accessibility, and operational logistics. He also shares how his healthcare background shaped his approach, since both worlds require precision around equipment, clearances, and flow, but entertainment adds the challenge of building anticipation through what guests see, hear, and feel. Balancing fantasy and reality “You do want it to be the best space that you can possibly create, but you also have the real parameters of budget constraints and money is finite.” David breaks down how “whimsy and wonder” must fit inside real constraints like budget, ceiling height, existing structure, sprinkler lines, ductwork, and the ROI math of square footage. He describes designing with a “kit of parts” mindset, weighing attraction footprints, safety clearances, party room revenue versus dead zones, and food offerings that won’t trigger expensive kitchen requirements. The goal is to place dollars where they have the biggest impact on the experience, especially the arrival moment and the areas guests see most. Developing leaders “The more that I develop leaders, I feel like the better off we are as a group, as a company.” David shares how his leadership approach evolved from highly hands-on mentoring to more delegation as the firm grew. He wants emerging architects to learn by doing, make mistakes, and build decision-making tools they can own. He also frames leadership as guiding clients through an uncertain process, building confidence, and shepherding stakeholders through complex choices that affect operations, cost, and the long-term success of the venue.   To learn more about the company, David recommends visiting the Pistil Consortia website, connecting on LinkedIn, or emailing him directly at [email protected]. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster. From big climbs and sudden drops, there are moments where you wonder why you got on the ride in the first place. Matt Heller, Founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Mark Rosenzweig is the Principal and Chief Business Officer of 3dxScenic. After getting his start in park operations and park services at Michigan’s Adventure, Mark moved into sales and marketing roles at Zamperla and Ride Entertainment, including leading the SkyCoaster division. In 2020, he joined 3dxScenic in the Cincinnati area, and in December 2023 he became co-owner alongside longtime team member Matt Waldenmeyer. Today, 3dxScenic designs and fabricates themed environments, signage, facades, parade floats, and iconic photo-op pieces for parks and attractions. In this interview, Mark talks about integrity, transparency, and collaboration, stirring imagination, and being an operations nerd. Integrity, transparency, and collaboration “We have three pillars that we believe 150% in. Those are collaboration, integrity, and transparency.” Mark frames these as more than values on a wall. They shape how 3dxScenic sells, scopes, schedules, and delivers work. He explains that integrity and transparency mean being upfront about what’s possible, what will be subcontracted, and what the realistic timeline and bandwidth look like, with a focus on avoiding surprises. Collaboration is the lever that makes the work better, whether it’s aligning early on how a piece will live in the environment, or leaning on operators and mid-level leaders who will ultimately execute the day-to-day. He also emphasizes these pillars internally. From how ownership communicates with team members to how departments coordinate workflow, he sees consistency between culture and output as a requirement for sustainable growth and repeat partnerships. Stirring imagination “It’s not always easy to sell abstract decor to someone that, say, is in finance.” Mark describes scenic work as an abstract product that often requires helping clients visualize ROI differently. A sculpture may not directly sell tickets, but it can become an iconic, repeatable photo moment that drives sharing, tradition, and brand memory. He points to examples like oversized entry pieces and themed elements that communicate what a park experience feels like before a guest ever rides anything. He also walks through how ideas become reality, using projects like Holiday World’s Good Gravy as a case study in creative back-and-forth, story building, and delivering pieces that can even turn into merchandise. For Mark, the win is when theming supports the story, creates emotional connection, and provides both guest delight and practical marketing value. Being an operations nerd “I’m an operations nerd at heart.” Mark’s early-career curiosity shows up in how he talks about labor, workflow, and execution. He credits his time in park services, ride ops, and other frontline roles with giving him empathy for how systems actually run, and why it matters to learn by doing. That mindset carries into fabrication, where one late step can cascade into multiple downstream delays. The “ops nerd” lens also shows up in the company’s recent move into a new 30,000 square foot facility. Mark shares how they let departments help dictate the shop layout, aiming for smoother phase-to-phase movement, fewer bottlenecks, and better long-term scalability as they take on larger and more complex projects.   To learn more about 3dxScenic, visit 3dxscenic.com and find them on Facebook, Instagram, and LinkedIn. You can reach Mark directly at [email protected].   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster. From big climbs and sudden drops, there are moments where you wonder why you got on the ride in the first place. Matt Heller, Founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Speaking at conferences can feel intimidating, especially when you are trying to balance confidence, content, and stage presence all at once. To ease the nerves, it’s helpful to break it down into practical habits that make presenting feel more natural and more effective, from how you build your material to how you connect with the room in real time. In this episode, Matt and Josh talk about professional and public speaking tips for conferences and presentations. Start with the story, not the slides “Build your presentation in your head before you build your slide deck.” Josh explains that the clearest presentations start as a full talk you can deliver without visuals. When you lead with the message first, the slides become supporting cues instead of a script. That approach helps you avoid “death by PowerPoint” and keeps you in control of pacing, transitions, and energy. Edit for focus and learning goals “It’s editing in your mind that really needs to be in that presentation.” Matt emphasizes that a great presentation is often a smaller, sharper version of your first draft. Whether it is cutting extra content, trimming stories, or removing activities that do not connect back to the point, editing keeps the session aligned to what the audience is there to learn. They also highlight how conference submission learning goals can force useful clarity. Prepare and rehearse without sounding robotic “Prepare, prepare, rehearse, rehearse, but don't memorize.” Matt shares a rehearsal process that builds comfort through repetition while still leaving room to adapt in the moment. Josh adds that this flexibility improves the dynamic with the audience because you are not thrown off by a question or an unexpected turn. Make it a conversation with the room “I want this to be an interchange. I want this to be a conversation.” Both hosts push back on the idea of “giving a talk” as a one-way download of information. Josh advocates getting the audience talking early and often, which creates rhythm, raises energy, and removes the invisible barrier between stage and seats. Matt adds that it sets expectations that attendees will participate, not just sit back and watch. Use nerves as fuel and build confidence over time “Use your nervousness to your advantage.” Matt frames nervousness as energy you can harness, not a sign you are unqualified. One tactic he uses is talking to attendees as they enter so the session feels like it has already started. Josh reinforces that reps create confidence, and confidence becomes contagious once you step up to present. Create memorable a-ha moments and stay authentic “Stack as many a-ha moments as possible.” Josh explains how “spiky” anchor statements, supported by research and relatable examples, can spark light bulb moments that stick after the session ends. Matt adds that your style does not have to be high energy to be powerful. The goal is authenticity, whether you are animated or quiet and steady, and using humor only when it fits who you are. Keep it simple, plan for hiccups, and stay steady “Keep it simple and also have a backup plan.” Matt warns against overcomplicated decks and tech-heavy presentations that can fail in unfamiliar setups. Josh agrees and adds that problems will happen, from clickers to microphones, and the best move is to stay calm, adapt, and keep the room with you.   What are the best speaking lessons that have helped you feel more confident on stage? Keep the conversation going by sharing on social media or reaching out directly. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster—big climbs, sudden drops, and moments where you wonder why you got on the ride in the first place. Matt Heller, founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Melissa Lockwood is the General Manager of Baha Bay at Baha Mar Resort. Growing up in central Missouri, she got her start as a teenage lifeguard and worked her way into municipal parks and recreation leadership before taking a leap into international water park operations. That decision led her to open and operate major projects abroad, including seven years on Yas Island in Abu Dhabi, and then a move to Nassau in 2019 to help open Baha Bay, the 15-acre resort water park on the same property as Baha Mar’s Rosewood, Grand Hyatt, and SLS hotels. In this interview, Melissa talks about boots on the ground, being comfortable being uncomfortable, and operating a luxury waterpark. Boots on the ground “Be boots on the ground management by walking around, and just being able to interact with our guests as well.” Melissa’s leadership style is rooted in showing up where the work is happening, especially during peak periods. During the holiday rush, her routine centers on briefings, checking in with teams, and spending most of the day circulating throughout the park and resort pools. That presence is not performative. She wants team members to know she’s there to support them, and she wants to hear guest feedback directly, in real time, so improvements can be made faster. That mindset connects to her earliest days in the industry, when she did everything in a municipal setting, from cleaning restrooms to selling concessions. Those experiences shaped a servant leadership approach where she avoids asking anyone to do something she is not willing to do herself. For Melissa, morale and operational consistency are built in the trenches, side by side with the team. Being comfortable being uncomfortable “Sometimes, you've got to be comfortable being uncomfortable.” Melissa describes her career as a series of intentional stretches. Moving abroad “sight unseen,” navigating language barriers, and leading teams with wide-ranging backgrounds all required patience, humility, and a willingness to learn in public. Her takeaway is that discomfort is not a warning sign, it’s often a growth signal, especially for emerging leaders who are encountering challenges like upset guests, unfamiliar policies, or communication gaps for the first time. She coaches her team to keep perspective when situations feel hard. Her reminder is simple: it is temporary, and the comfort zone expands through repetition. She reframes growth as progress toward proficiency, not perfection. Over time, those once-intimidating moments become more natural, and she loves seeing team members make that shift and then turn around and train the next wave. Operating a luxury waterpark “We are a 15-acre luxury water park, which is a little bit of a tricky thing to piece together.” Baha Bay is both a resort amenity and a destination that sells day passes, which creates a unique operational balance. Melissa explains that “luxury” is not just a label, it’s reflected in design details like landscaping, finishings, and elevated cabanas that feel like permanent structures rather than temporary setups. The goal is alignment with Baha Mar’s broader brand promise as a high-end resort experience. Luxury also shows up in service expectations and consistency. Whether guests arrive from Rosewood, Grand Hyatt, SLS, a cruise ship, or an Airbnb, Melissa emphasizes that everyone deserves the same high-level experience. Her team uses shared core values across resort services to meet those expectations, and she reinforces the standard from onboarding forward. The challenge, as she puts it, is sustaining that grand-opening energy year after year, which she tackles through daily briefings, ongoing training, and recognition programs like the park’s Elevation Awards. Melissa invites listeners to connect with her on LinkedIn. To learn more about the water park and resort, visit bahabay.com and bahamar.com.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning. Leading a team can feel like a roller coaster—big climbs, sudden drops, and moments where you wonder why you got on the ride in the first place. Matt Heller, founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Mike Denninger is the Founder of Denninger Development. With more than three decades in the attractions industry, Mike’s career spans frontline operations, engineering, executive leadership, and global attraction development. He began at Cypress Gardens, rose through design and engineering roles at Busch Gardens and SeaWorld Parks and Entertainment, and ultimately led large-scale capital and attraction development initiatives across multiple parks worldwide. Today, his consulting work supports owners, operators, and suppliers navigating complex projects. In this interview, Mike talks about attraction development, leadership as an introvert, and project management. Attraction development “Attraction development: it’s the stuff that dreams are made of.” Mike frames attraction development as both a privilege and a responsibility. While the work is creative and inspiring, he emphasizes that it is still demanding, deadline-driven, and rooted in financial realities. From early concept and blue-sky ideation to design, fabrication, construction, and opening day, every attraction follows a disciplined process. He explains that even the most imaginative ideas must operate within scope, schedule, and budget, and that success often comes from making smart trade-offs without losing the heart of the experience. Drawing from decades of experience, Mike highlights that attraction development is rarely glamorous behind the scenes. Projects face technical challenges, shifting priorities, and intense pressure to meet fixed opening dates. Yet it is often within these constraints that the most innovative solutions emerge. For Mike, the balance of creativity, rigor, and perseverance defines what makes attraction development both challenging and deeply rewarding. Leadership as an introvert “Generally speaking, I’m an introvert.” Mike openly shares that he leads as an introvert, challenging the assumption that leadership requires constant visibility or dominating conversations. He explains that listening is a critical leadership skill, particularly at the executive level, and that speaking thoughtfully and intentionally often carries more weight than filling silence. His leadership philosophy centers on respect, treating people the way you would want to be treated, and creating space for others to contribute. He also offers reassurance to introverted professionals who may question whether leadership is for them. Mike stresses that organizations need all personality types and that effective leadership does not require seeking the spotlight. By focusing on what you know, speaking up when it truly matters, and trusting your perspective, introverted leaders can provide clarity, stability, and thoughtful decision-making in complex environments. Project management “A small project or big project, a project’s a project.” Mike describes project management as the connective tissue of attraction development. Regardless of size, every project demands structure, coordination, and accountability. He outlines a consistent development framework that applies to rides, retail, food and beverage, and infrastructure, noting that smaller projects can sometimes require more effort per dollar than major attractions. What matters most is disciplined execution and attention to detail. He also emphasizes the human side of project management. Successful projects depend on aligning diverse stakeholders, managing competing priorities, and making tough decisions when scope, schedule, and budget collide. For Mike, strong project management blends technical expertise with leadership, communication, and the ability to guide teams through uncertainty while keeping the end goal in sight.   Mike shared how to stay connected. He can be found on LinkedIn, and more information about his work is available at www.denningerdevelopment.com. He also welcomes direct outreach via email at [email protected]. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   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. Loren Barrows is the CEO of Alcorn McBride. With a business background that includes customer service, project management, and personal development training, she found her way into themed entertainment after moving to Florida and pursuing a company whose values matched her own. She shares how she joined Alcorn McBride, why the company engineers audio, video, and show control for reliability and uptime, and how its people-first philosophy is tied directly to long-term business success. In this interview, Loren talks about helping people become better, common sense, and hiring for culture. Helping people become better “While they’re there to help you with your business, you’re also there to help them with life.” Loren explains that many careers overemphasize the “what” of work and underinvest in the “how” of being human while doing it. She’s drawn to the skills that help people show up better day-to-day, like perspective, listening, and prioritizing what matters when life is happening around you. She also frames leadership as a two-way responsibility: businesses rely on people to run well, but leaders should also recognize the full person behind the job title. That mindset shaped her early work in personal development and continues to influence how she leads, coaches, and builds an environment where people can thrive professionally without ignoring real life. Common sense “The thing that I like the most about Steve and his philosophy when it comes to Alcorn McBride, is he does everything based on common sense.” Loren describes “common sense” at Alcorn McBride as removing unnecessary friction and trusting adults to do great work. Instead of burying people under rigid rules, she highlights a practical, human approach: if something goes wrong, fix it; if life happens, respond like a human, not a policy manual. That same thinking shows up in how the company supports customers: engineer for reliability, reduce downtime, and avoid avoidable complexity. The goal is simple: make the work easier for both the internal team and the people building guest-facing experiences, because stress doesn’t stay at work, it follows people home. Hiring for culture “We hire for culture fit.” Loren says protecting culture starts with who you bring into it. At Alcorn McBride, they’d rather hire for the “how” and train the “what,” then validate technical skills while making sure the person aligns with the team’s curiosity, care, and personality. She shares that their process is intentionally personal: candidates spend time with the broader team in relaxed settings, and the hiring team watches how someone reacts when the room inevitably turns playful. For Loren, culture fit is often revealed in those small human moments, not just in polished interview answers.   Loren can be reached at [email protected]. She also notes their team is open to conversations, mentorship, and connections, and encourages listeners to reach out to learn more about Alcorn McBride and the work they do. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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. Clay Talley is the founder of CX Immersive. He shares how his career began in water parks, expanded through the Disney College Program as a Jungle Cruise skipper, and evolved into building and implementing cohesive guest experiences across immersive projects like The Void, Ballast VR, and more. Today, he supports operators and visionaries as an implementation specialist, bridging silos like marketing, operations, and revenue so the experience feels consistent from the website to the exit gate. In this interview, Clay talks about intentional world-class experiences, vision-first, and staff as sherpa. Intentional world-class experiences “I think world-class means intentionality. What are you intentionally creating for that guest?” Clay frames “world-class” as doing things on purpose, not by accident. He explains how teams can unintentionally become reactionary, building policies around one-off situations, and how that mindset can waste effort and muddy the experience. His goal is to move organizations toward proactive design, where decisions are guided by what will reliably serve most guests, not edge cases. He also emphasizes that intentionality shows up in practical details. From simplifying ticket sales on mobile, to designing guest flow, to using elements like staffing placement and sensory cues, he sees “world-class” as repeatable, scalable, and aligned across touchpoints, while still supporting revenue, branding, and operations. Vision-first “Before I make any strategies or the plan we’re going to do, I want to understand where are they at, what do they want to do, and where is that delta?” Clay explains that a strong guest experience starts by clarifying what the organization is trying to create, then aligning people and processes around it. In his fractional CXO approach, he begins by learning the current state, understanding the desired future, and identifying the gap. He shadows leaders, observes the operation firsthand, reviews documentation, and pressure-tests the journey like a guest would, including the digital path to purchase. From there, he prioritizes low-hanging fruit that builds momentum and sustainability. The vision becomes the anchor, and the work becomes translating that vision into what guests and staff actually see, feel, and do each day, in ways that are realistic for the business to maintain. Staff as a sherpa “They’re the sherpa of the experience, where they’re climbing this mountain and they, you know, create this experience.” Clay describes a balancing act between technology and people. He wants technology to handle what guests can do on their own, freeing staff to focus on what only humans can do, especially solving problems and creating connections in key moments. In his view, the worst scenario is pushing guests into impersonal systems when they need help, while staff are stuck in roles that don’t allow them to truly guide the experience. The sherpa metaphor becomes a standard for frontline purpose. Staff are not just performing tasks; they’re guiding guests through the journey, noticing pinch points, stepping in with confidence, and making the experience feel cared for, consistent, and memorable.   Clay welcomes connection requests and DMs on LinkedIn, and you can email him at [email protected]. To learn more, connect with him on LinkedIn and follow CX Immersive through his outreach there. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

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. Josh Henderson is the CEO of Bonnet Springs Park in Lakeland, Florida. His career path spans the for-profit attractions world, starting as a lifeguard and expanding through roles across water parks and major operators like Six Flags and Great Wolf Lodge, along with leadership in privately funded public parks. Today, he leads a nonprofit natural attraction designed to deliver a high-quality experience without a gate fee, supported by donations and mission-driven revenue. In this interview, Josh talks about being a student of the industry, community dictating the business model, and emerging natural attractions. Being a student of the industry “I think being a student of the industry is starting out in one particular sect and then continuing to move on, and try and learn as much about each discipline as I can, really served me well and helped me grow in my career.” Josh frames his growth as a willingness to expand beyond his original lane. Early on, he was convinced aquatics was his forever path, but as his interests evolved, he leaned into learning disciplines he once avoided, such as food and beverage. That mindset now shows up in how he spends time in outlets, looks for new revenue opportunities, and stays curious about parts of the business he doesn’t claim to have mastered. He also shares how he learned by putting himself in rooms where he wasn’t the expert: “going into the uncomfortable situations where you're not the smartest person in the room, and and being humble enough to accept that.” Conferences, peer conversations, and surrounding himself with specialists became his playbook for continuous learning, especially in fast-changing areas like marketing. Community dictating the business model “We've allowed the community to dictate part of our business model.” Bonnet Springs Park wasn’t designed in a vacuum. The founders conducted focus groups and asked residents what they wanted most. One clear answer shaped a major revenue and experience driver: an event venue that could host hundreds, where people could choose their own caterer. That choice reflects a deeper clue about the park’s role: it’s meant to serve community needs, not just operator preferences. That same philosophy shows up operationally. Josh describes a difficult mindset shift from maximizing yield to creating shared opportunity, like bringing in authentic food trucks for festivals even when it hurts his margins: “when you're a community park and you're doing something for the betterment of the community, that means giving somebody else a chance to make a dollar as well.” In his view, the park succeeds when the community feels ownership, champions the mission, and participates in sustaining it. Emerging natural attractions “It barely existed when I got into it back in 2017.” Josh positions Bonnet Springs as part of a growing sector that blends nature, placemaking, and attractions-grade operations. He calls it something you almost have to see to understand: a free park that aims to deliver “a paid level experience for free,” with immaculate restrooms, interactive exhibits, and accessibility features like a free internal tram system so guests with mobility challenges can fully enjoy the property. He also links this sector’s growth to professionalization: daily inspections, strong documentation, and applying paid-attraction standards to a free environment because attendance and wear-and-tear are so intense. The opportunity, he suggests, is for leaders to think of the attractions world as an umbrella where “good business is good business,” and where creating “family experiences” can look different than building roller coasters while still delivering the emotional outcomes the industry is known for.   Josh shared that people can learn more at BonnetSpringsPark.com. He can also be found on LinkedIn or by email at [email protected]. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)