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Six Flags is reinstating park president positions at 10 of its parks, less than a year after eliminating the role. This is the first major structural change under new CEO John Reilly, who, after his listening tour, described a chain that suffered from inconsistent standards and a lack of accountability after the 2024 Cedar Fair merger. When you lose a park president, you lose accountability and coherent differentiation planning. Corporate can drive real economies of scale, but corporate don't always know what's happening inside an individual park. Then, Canada's Wonderland has made its chaperone policy permanent for guests 15 and under, citing incidents of teen takeovers at other venues. Bored kids cause trouble, and while this policy isn’t the worst, it’s not the solution we need. Read the full story: https://seasonalentertainmentsource.com/six-flags-brings-back-park-presidents-at-10-parks/ Join our Patreon for bonus episodes: https://www.patreon.com/GreenTagged 00:00 Intro 00:30 Six Flags Brings Back Park Presidents 17:03 Canada's Wonderland has made its chaperone policy permanent

Disney is laying off 1,000 employees across film, streaming, and marketing as it continues to shed costs and reorient itself. This comes against the backdrop of two major digital plays failing: OpenAI killed the Disney/Sora partnership and Epic Games (which Disney invested $1.5B into) laid off 20% of its workforce after a 25% slump in Fortnite players. It's clear where Disney's moat lies, as its experiences posted $10 billion in quarterly revenue and 6% growth. In a parallel story, Meow Wolf is betting that it can extend its IP beyond its physical experiences. Also this week, Disney filed a patent for a weather system that would use biometric data and park sensors to adjust your itinerary in real time. Listen to weekly bonus episodes on our Patreon.

Six Flags appointed Richard Haddrill as executive chairman of the board, replacing Marilyn Spiegel (who stays on as lead independent director). Haddrill comes from the gaming industry — he was CEO of Bally Technologies and executive vice chairman at Scientific Games. The move continues the board refresh that Jana Partners demanded, and it puts more pressure on CEO John Reilly to deliver results now that the "board is in the way" excuse is gone. Merlin Entertainments reported its 2025 annual results: attendance down 6.2% in North America, total visitors down 2.3 million globally, and revenue dropping 2.8%. North America was the weakest market across all of Merlin's brands, while Asia-Pacific saw strong growth driven by Legoland resorts in Japan and Shanghai. And in Mexico, the Supreme Court ordered Xcaret to stop using Maya cultural elements in its parks, hotels, and advertising — a ruling based on a 2024 constitutional reform recognizing indigenous communities' collective IP rights over their cultural heritage. Listen to weekly bonus episodes on our Patreon.

We just got back from TransWorld's Halloween & Attractions Show in St. Louis, a show any attraction with a Halloween or Christmas event should attend. This week, we discuss the growing trend of immersive booth experiences, the robotic pig that won Best New Product, rising insurance costs hitting independent haunts, the record-breaking OSCARES ceremony, and why it all matters for professionals. Listen to weekly bonus episodes on our Patreon. 

Jana Partners sent a letter to the Six Flags board pushing the company to explore a sale and replace board chair Marilyn Spiegel — just one week after the Travis Kelce brand ambassador announcement. We break down what Jana actually wants, why the timeline doesn't add up, and what this means for CEO John Reilly's turnaround plan.  Then: Sesame Workshop filed a federal lawsuit against United Parks to terminate their licensing agreement. United Parks stopped paying royalties in September 2025, took over a year to pay a court-ordered $11.4 million judgment, and is still operating Sesame-branded parks and attractions. We dig into the pattern, the contract questions, and what happens to the parks if Sesame walks.

Six Flags has officially named Travis Kelce as a brand ambassador. Kelce, who joined investor group Jana Partners when they acquired a 9% stake in the company last October, will provide marketing support across Six Flags' portfolio of parks — including digital content on his own social media platforms and the use of his name, image, and likeness in broadcast, streaming, and in-park marketing. We also tackle what listeners have been asking us about for weeks: the impact of the Middle East situation on tourism and the attractions industry. IAAPA has canceled its Middle East expo, the Strait of Hormuz remains closed, and the inflationary ripple effects of higher oil prices could squeeze discretionary spending. Scott and Philip disagree on whether that helps or hurts regional parks like Six Flags, and we talk through what parallel planning actually looks like for operators right now. Plus, Disney Experiences announces its post-D'Amaro leadership team: Thomas Mazloum as chairman, Jill Estorino to Disneyland Resort, Tasia Filippatos to Parks International, and Lisa Baldzicki to Consumer Products. For the full conversation and our deeper takes, check out this week's bonus episode on Patreon.

Six Flags is selling seven of its parks to EPR Properties for $331 million in cash. Back in January, we flagged a series of trademark applications from an Orlando-based LLC called Enchanted Parks Holdings and connected those filings to the parks now being sold. This week, it became official. EPR is buying the real estate, Enchanted Parks is stepping in as the management company for six of the properties, and Kieran Burke — Six Flags' CEO before the company's 2009 bankruptcy — is picking up La Ronde through his own company. Full circle. We break down the deal structure, what the 7.3x EBITDA multiple tells you about the buyer pool, why Six Flags called $331 million only "slightly beneficial" to its leverage ratio, and whether EPR and Enchanted Parks just became a new competitor in the regional park space. Also this week: San Fransokyo Street aboard the Disney Adventure, Royal Caribbean's smart glasses policy, and more. Listen to bonus episodes on our Patreon: https://www.patreon.com/GreenTagged

United Parks & Resorts reported fiscal 2025 results this week; Revenue, attendance, net income, EBITDA were all down. "Our fiscal 2025 results did not meet our expectations. While the consumer environment was uneven and our results were impacted by negative international tourism trends and volatile weather during certain peak visitation periods, we should have delivered better results, particularly on the cost side of the income statement," CEO Marc Swanson said during the earnings call. The earnings call, however, spent relatively little time on what went wrong in the parks. Instead, the company debuted a supplemental investor presentation focused on the value of its real estate, the replacement cost of its assets, and why the stock is undervalued. The company has spent $247 million on stock buybacks over the past 14 months, while cutting expansion CapEx nearly in half. Watch bonus episodes on Patreon.

Six Flags posted Q4 2025 results this week. Modified EBITDA margin fell from 33.2% to 27.1%. Attendance dropped 13%, with roughly 425,000 of those lost visits tied directly to cutting winter holiday events at four parks — a decision the company now calls a self-inflicted headwind. New CEO John Reilly is two months into the job and was candid about not yet having a full plan. He's toured 14 parks, collected over 300 employee proposals, and shared examples from his listening tour: increasing ride uptime and throughput, placing executive chefs in parks, and buying equipment the chain has been renting at a loss for years. All good ideas. All things that probably should have been happening already. What the examples reveal is a deeper structural problem with how information and decisions have flowed across 26 parks — and whether the merger made that worse. Reilly deserves time. But the margin, the debt, and the parks that barely contribute to EBITDA aren't going to wait forever. Listen to weekly BONUS episodes on our Patreon.

Glenwood Caverns Adventure Park filed for Chapter 11 bankruptcy on February 9 after a $116 million wrongful death judgment. The park generates up to $16 million a year and is operationally healthy, but a judge's "felonious killing" ruling removed Colorado's damages cap, turning what would have been a $1.2 million verdict into one that's seven times the park's annual revenue. We break down what happened on the ride, why the training failures matter, and what this means for insurance costs across the industry. Plus, we respond to your comments on last week's discussion of the Six Flags pass restructuring. For additional Green Tagged content, subscribe to our Patreon.

Six Flags is rolling out a simplified season pass structure. Silver passes grant access to a single park. Gold passes now cover all parks within a regional tier: East, Midwest, Texas, or West. Prestige passes unlock the entire North American chain. Existing gold passholders who added the All Park upgrade are automatically bumped to Prestige, and for a limited time, gold passes are available at the silver price at select parks. Is this simply a turnstile play? Or is it a hedge to keep customers when they close future parks? Disney's Experiences segment posted $10 billion in quarterly revenue with 6% growth, carrying a company where Entertainment lost 35% of its income and Sports dropped 23%. Disney credited its newest cruise ships for the growth but flagged international visitation headwinds at domestic parks. Against that backdrop, Josh D'Amaro replaces Bob Iger as CEO on March 18, becoming the first person in the top job who has actually run a theme park. The Wall Street Journal framed the succession as a contest for Disney's soul between real-world and on-screen entertainment. With the parks propping up the rest of the company, D'Amaro's promotion raises a question worth watching: is this good for the guest experience, or just good for the balance sheet? Listen to weekly BONUS episodes on our Patreon.

Comcast’s Parks division crossed $1 billion in quarterly EBITDA for the first time in Q4 2025, driven by a 22 percent increase in parks revenue and a 24 percent increase in EBITDA. Much of the attention went to Epic Universe, but the most striking numbers came from hotels. Universal added 2,000 new rooms in Orlando and still raised average daily rates by 20 percent, with occupancy up 3 percent. That outcome runs counter to basic supply-and-demand logic and signals a shift in how guests are using Universal Orlando. Epic Universe did not do this on its own. The park is not yet operating at full run rate capacity and will not be fully ramped until the end of 2026. The larger story is how Universal has built an ecosystem that encourages guests to stay on property for multiple nights instead of treating Universal as a one-day add-on to a Disney trip. New hotels like Stella Nova, Terra Luna, and Helios Grand extend length of stay and allow Universal to capture dining, merchandise, and incremental park visits at higher margins than gate admission alone. This was always the plan. The difference now is that the plan is visibly working. That success also explains the pace of expansion. Comcast’s broader business remains under pressure. Connectivity and Platforms lost 181,000 broadband subscribers in Q4, and the company's overall EBITDA declined. Universal is diversifying quickly because it has to. Universal Kids Resort in Frisco is set to open later this year. The Fast and Furious coaster debuts in Hollywood. Groundbreaking is underway for the U.K. resort. Orlando is entering a digest phase in 2026, focused on extracting value from Epic rather than announcing the next expansion. Moving this fast carries risk. Ride capacity at Epic remains a bottleneck, and infrastructure challenges are already surfacing abroad. According to U.K. reports, local authorities are being asked to accelerate approvals that normally take years, including approvals for sewage capacity for a resort projected to draw millions of visitors. Infrastructure moves at government speed, not corporate speed. Universal’s Q4 results make one thing clear. Disney does not have a monopoly on the destination resort flywheel. When guests are given a reason to stay for a week, they will. Adding 2,000 rooms while raising prices by 20 percent is not a lucky quarter. It is confirmation that the model works. The open question is whether Universal can keep scaling as quickly while the rest of Comcast’s business continues to weaken. Listen to weekly BONUS episodes on our Patreon.

Six Flags is expanding Grad Nite in 2026, adding Knott’s Berry Farm and Carowinds to a program the company has relied on for years. These closed-park events are built around a highly invested audience—graduating students—offering predictable attendance, controlled environments, and a clear value proposition for schools looking for local, cost-effective celebrations. We discuss why this expansion makes sense now, as parks prioritize experiences with reliable demand and lower operational volatility. Meanwhile, Disney is reversing course on one of the boldest creative choices it made when designing Star Wars: Galaxy's Edge. Starting April 29, Disneyland will bring Darth Vader, Luke Skywalker, Princess Leia, and Han Solo to Black Spire Outpost—characters that have been deliberately absent since the land opened in 2019 because they didn't fit the sequel trilogy timeline. Taken together, these moves point to a shared strategy: investing more deeply in what already works. Whether it’s expanding a proven private-event model or refining the use of an existing flagship land, both companies are choosing to double down on known audiences and assets rather than chase entirely new concepts. In a higher-cost, higher-risk environment, that kind of focus may be one of the most practical paths forward. Listen to weekly BONUS episodes on our Patreon.

A new set of trademark filings has raised fresh questions about Six Flags’ long-term portfolio strategy. An entity called Enchanted Parks Holdings, LLC—linked to Orlando-based Innovative Attraction Management (IAM)—has filed trademarks incorporating the names of several current Six Flags properties, including Michigan’s Adventure, Six Flags St. Louis, Oceans of Fun, Water Safari, and Great Escape Lodge. While trademark filings alone don’t confirm transactions, the scope and specificity of these names suggest preparation for potential rebranding tied to asset transfers. That context matters. Since the merger closed, Six Flags has been explicit that not every park fits its future model. Management has already disclosed that a significant portion of legacy Six Flags parks underperform financially, and impairment charges taken in 2025 reinforced that reality. Rolling debt forward earlier this month bought the company time—but at a higher fixed cost—making portfolio simplification a logical lever if margins remain tight. We discuss what this could mean in practical terms: water parks and resort-adjacent assets may be easier to separate than full theme parks; complexes like Worlds of Fun and Oceans of Fun could potentially be split; and regional operators like IAM may be assembling multi-park portfolios under unified consumer-facing brands. None of this confirms sales—but it aligns with a long-signaled strategy to slim down, reduce capital intensity, and concentrate investment on fewer, higher-performing parks. The episode also looks at parallel signals elsewhere in the industry. Delta’s earnings show premium cabins overtaking main cabin revenue for the first time, reinforcing the broader shift toward bifurcated markets. And Universal’s newly announced Scooby-Doo and Universal Monsters walk-through for Fan Fest Nights illustrates how IP-driven, upchargeable experiences can add revenue without long-term balance sheet exposure—an approach increasingly relevant in a higher-rate environment. Taken together, the story isn’t panic or distress. It’s positioning. Trademark filings don’t sell parks—but they often precede decisions. And in 2026, flexibility, optionality, and capital discipline are becoming as important as growth. Listen to weekly BONUS episodes on our Patreon.

Six Flags has announced a major debt refinancing, issuing $1.0 billion in senior notes due in 2032 at an 8.625% interest rate to retire bonds coming due in 2027. The move extends the company’s debt maturity by five years—but at a high cost. Compared to the retired notes, the new debt increases annual interest expense by roughly $30 million per year, reflecting today’s higher-rate environment and investor risk pricing. Six Flags will buy more time, but at an opportunity cost. Every additional dollar of interest expense is a dollar that can’t go to staffing, maintenance, marketing, or the guest-facing improvements Six Flags has already said it needs—better food, better operations, better consistency. The bet embedded in this refinancing is that the company’s planned investments and operational upgrades will generate more incremental cash flow than the higher interest expense. It may also be the least-bad option available: if the 2027 wall looked risky in the current rate environment, extending maturities reduces near-term refinancing pressure. But it narrows the margin for error—the plan now has to work. That context also frames Six Flags’ decision not to exercise its call option on Six Flags Over Texas, citing capital-allocation priorities while still emphasizing the park’s long-term importance. And it sits alongside the opening of Six Flags Qiddiya City—a major new park in Saudi Arabia that Six Flags operates (rather than owns) —showing where large-scale growth is still happening, even as capital risk sits elsewhere. Taken together, these moves read as a company prioritizing financial flexibility and survivability. Refinancing doesn’t solve the business— it simply extends the runway. The question is whether Six Flags can use that runway to execute fast enough before the higher cost of capital shrinks its room to maneuver. Listen to weekly BONUS episodes on our Patreon.