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AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.
Episodes
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Walter Magnuson is the Executive Director of Winchester Mystery House. With a background that includes guest-facing leadership roles at The Walt Disney Company and experience in hospitality, entertainment, and operations, Walter brings a blend of historical stewardship and modern attraction management to one of the most recognizable historic properties in the United States. Throughout the conversation, he shares insights into preserving the legacy of Sarah Winchester while continuing to evolve the guest experience for modern audiences. In this interview, Walter talks about legends and lore, steering the passion, and providing reassurance.
Legends and lore
“And the legends and lore of the story is that she sought out a medium… and the medium advised that all the karma is cursing you.”
Walter explains how the story of Sarah Winchester continues to fascinate guests more than a century after her passing. He walks through the origins of the home, from Sarah’s personal tragedies and the rise of spiritualism in the late 1800s to the unusual architectural features that still define the estate today. The house’s winding hallways, stairs leading nowhere, and sealed-off rooms have fueled decades of speculation and intrigue, helping transform the property into a globally recognized attraction.
At the same time, Walter emphasizes that the attraction is not solely about ghost stories. The team continues uncovering new historical details about Sarah Winchester’s philanthropy, business acumen, and influence during a time when few women held similar power or independence. By balancing the paranormal appeal with deeper historical storytelling, Winchester Mystery House continues to evolve while still honoring the myths and mysteries that first captured public attention.
Steering the passion
“I think it’s really trying to steer that passion in the direction that is most beneficial for us and for the guest experience.”
Walter speaks candidly about leading a team of “caretakers” who feel personally connected to the house and its history. Rather than referring to employees as staff members, the organization embraces the idea that everyone is collectively responsible for preserving and sharing Sarah Winchester’s legacy. Walter explains that many team members feel deeply protective of the property, sometimes even hesitant to expose certain areas of the house to guests out of fear of damage or overuse.
His leadership approach focuses on channeling that passion toward guest-centric thinking. By opening previously restricted spaces, enhancing storytelling, and modernizing parts of the experience, Walter has worked to shift the internal culture toward accessibility and hospitality while still respecting the home’s historical significance. He also discusses the realities of operating a privately owned historic attraction, reminding the team that ticket revenue directly funds restoration efforts and keeps the property relevant for future generations.
Providing reassurance
“It’s not escapism and it’s not fantasy. It’s reassurance.”
Walter reflects on lessons he learned during his time at Disney, specifically the philosophy shared by legendary Imagineer John Hench. Walter explains that great attractions do more than entertain. They reassure guests that the world is meaningful, welcoming, and worth exploring. He connects that philosophy directly to Winchester Mystery House and other historic attractions that create emotional experiences capable of inspiring guests long after they leave.
Walter also applies this mindset to leadership and organizational culture. Whether discussing neighborhood development around the property or guiding employees through operational change, he consistently emphasizes optimism, communication, and perspective. For him, attractions are not just places people visit. They are places where people reconnect with history, imagination, and each other. That sense of reassurance, he believes, is what makes experiences truly memorable and enduring.
Walter can be reached on LinkedIn, as well as by email at walter@winchestermysteryhouse.com. To learn more about Winchester Mystery House, visit Winchester Mystery House.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
- Scheduling and correspondence by Kristen Karaliunas
To connect with AttractionPros:
Tuesday May 19, 2026
Tuesday May 19, 2026
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Niko Radjenovic is the Vice President of Business Services for the Wildlife Conservation Society. After growing up visiting the Bronx Zoo as a child, Niko joined the organization at just 15 years old as a seasonal employee and has now spent nearly 35 years with WCS, rising through the ranks from frontline operations to executive leadership. Today, he oversees attendance-driven revenue and visitation strategies across the Bronx Zoo, New York Aquarium, Central Park Zoo, Prospect Park Zoo, and Queens Zoo. In this interview, Niko talks about pioneering conservation, nimble leadership, and cascading goals.
Pioneering conservation
“We were a pioneer in conservation. Now it's one of those buzzwords, but a hundred plus years ago, not so much.”
Niko explains how the Bronx Zoo and the Wildlife Conservation Society helped shape modern conservation efforts long before conservation became a mainstream focus. He shares the story of how the Bronx Zoo played a key role in helping save the American bison population more than a century ago by breeding bison and reintroducing them into protected habitats in the western United States. He also highlights the organization’s history of creating naturalistic, cageless habitats that transformed how zoos approached animal care and guest experiences.
Throughout the conversation, Niko reinforces how conservation is woven into every aspect of the organization. From educational messaging throughout the parks to the global field conservation programs operated by WCS, he emphasizes that the guest experience is designed to inspire visitors to care about wildlife and natural habitats. He also discusses how initiatives like the Animal Planet series The Zoo helped communicate the level of care and dedication behind animal welfare and conservation efforts.
Nimble leadership
“You have to take risks and you have to try new stuff.”
Having spent his entire career with one organization, Niko reflects on the leadership philosophy that has allowed him to continually evolve while keeping his teams engaged. He describes the importance of understanding what success looks like, empowering people based on their strengths, and creating excitement around organizational change. Rather than relying on rigid structures or micromanagement, he focuses on transparency, consistency, and helping team members grow into new opportunities.
Niko also shares how he approaches leadership with an entrepreneurial mindset. He discusses a pivotal decision around food service operations, where instead of outsourcing, he proposed reinvesting in the business internally and building the expertise needed to improve operations from within. That decision led to significant growth and stronger financial returns for the organization. He credits much of that success to being nimble, embracing change, and surrounding himself with talented people who can execute effectively.
Cascading goals
“We always make sure they're cascading, that everybody's goals support their manager's goals, support the department goals, support my goals as the business unit head.”
One of the leadership concepts Niko revisits multiple times throughout the interview is the importance of alignment across teams and departments. Managing five different properties across New York City requires consistent communication, shared priorities, and a clear understanding of organizational objectives. He explains how cascading goals help ensure every employee understands how their role contributes to broader organizational success.
Niko also describes practical strategies for maintaining consistency across multiple locations, including leadership exchanges between properties, regular walkthroughs, and what he calls “inspect what you expect.” By visiting the parks both as a leader and anonymously as a guest, he gains firsthand insight into the visitor experience and identifies opportunities for improvement. This alignment between strategy, operations, and frontline execution has helped WCS maintain strong guest experiences while continuing to grow attendance and revenue.
Niko can be reached on LinkedIn, as well as by email at nradjenovic@wcs.org. To learn more about the Wildlife Conservation Society, visit WCS.org.
This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:
- Scheduling and correspondence by Kristen Karaliunas
To connect with AttractionPros:
Tuesday May 12, 2026
Tuesday May 12, 2026
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Melissa Felder is an executive leader in cultural attractions with more than three decades of experience across consumer packaged goods, technology, financial services, and mission-driven organizations. She has held senior leadership roles at the California Academy of Sciences and most recently served as interim Executive Director at CuriOdyssey. Her career reflects a progression from marketing and product leadership into full organizational oversight, with a focus on experience, revenue, and purpose alignment. In this interview, Melissa talks about purpose-driven organizations, people-powered experiences, and the future of cultural attractions.
Purpose-driven organizations
“I am a purpose-driven cultural attractions executive leader with over three decades of professional experience developing and growing public-facing brands.”
Melissa emphasizes that purpose is not just a statement but an evolving framework that guides decision-making and experience design. She shares how mission statements at the California Academy of Sciences evolved from “explore, explain, protect” to a more forward-looking focus on regeneration, reflecting broader societal shifts. These changes were not cosmetic. They influenced how teams communicated, how experiences were designed, and how success was measured.
She also highlights the importance of alignment between organizational purpose, team purpose, and individual purpose. When these are in sync, teams can execute with clarity and conviction. Without that alignment, even well-crafted missions can fall flat. For leaders, the challenge is not defining purpose but operationalizing it in a way that is both meaningful and actionable.
People-powered experiences
“When a person is involved in the interaction, it greatly increases the entire visit satisfaction.”
Melissa stresses that while exhibits and environments matter, it is people who bring experiences to life. At Cal Academy, her team embedded the mission into both physical design and human interaction by equipping staff with prompts and conversation starters that encouraged guests to think, reflect, and connect with nature. These small moments of engagement became critical touchpoints in the overall experience.
She explains that people-powered experiences require intentional design, continuous training, and feedback loops. Staff were not only trained but also involved in refining messaging based on guest interactions. This created a sense of ownership and improved outcomes. The result is a virtuous cycle where stronger interactions lead to higher satisfaction, which in turn drives repeat visitation and advocacy.
Future of cultural attractions
“The shift is from being a passive spectator to being an active participant.”
Looking ahead, Melissa identifies a major shift in how guests engage with cultural attractions. Experiences are moving away from passive observation toward active participation, where guests interact, question, and immerse themselves in meaningful ways. This trend is paired with a move toward personalization, where visits are tailored to different audiences rather than designed for a single “average” guest.
She also points to broader changes, including increased focus on conservation in zoos and aquariums, evolving ethical considerations, and the integration of technology in ways that enhance rather than replace physical experiences. While digital tools will play a role, she believes the power of real-world, sensory engagement will remain central. The future will be defined by organizations that connect purpose, participation, and personalization into a cohesive guest experience.
Melissa can be reached on LinkedIn, as well as by email at mfelder@tamviewstrategy.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:
Tuesday May 05, 2026
Tuesday May 05, 2026
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Derek Williamson and Kathleen McDonough are the co-founders of Evercruiting, a recruitment technology company focused on improving hiring for service-based industries. Derek brings experience from operating and scaling multi-location businesses before leading an HR tech company as CEO, while Kathleen built her career in restaurant operations and applicant tracking systems, working with major brands and helping scale a previous company through acquisition. Together, they reunited to tackle persistent hiring challenges with a fresh perspective shaped by emerging technology and frontline realities. In this interview, Derek and Kathleen talk about recruitment technology, drawing a line in the sand with AI, and advocating for the applicant.
Recruitment technology
“Fundamentally, this whole hiring process has not really changed in like a hundred years. The only thing we did was we put the existing process online.”
Derek highlights a core flaw in traditional hiring systems: they are often designed for HR teams rather than the frontline managers actually responsible for hiring. In industries like attractions and restaurants, these managers are busy operating the business, not sitting at a desk updating systems. Evercruiting flips that approach by building tools that meet managers where they are, especially through mobile and text-based interactions.
Kathleen reinforces that everything is now filtered through the lens of the frontline user. Instead of forcing adoption, their goal is to create something managers naturally want to use because it makes their jobs easier. This shift reflects a broader rethinking of recruitment technology, focusing less on process compliance and more on usability and real-world application.
Drawing a line in the sand with AI
“We’re not going to use AI to replace human judgment.”
Derek explains that many current AI tools in hiring attempt to evaluate candidates by scoring resumes or analyzing interviews, which introduces bias and overconfidence in flawed outputs. Rather than letting AI act as the decision-maker, Evercruiting uses it to support both candidates and employers by highlighting strengths and streamlining administrative tasks.
Kathleen adds that AI should handle repetitive work like scheduling and communication, freeing up humans to focus on meaningful interactions. This philosophy establishes a clear boundary: AI enhances efficiency, but people remain responsible for evaluating fit. By redefining how AI is used, they aim to improve outcomes without compromising fairness or authenticity.
Advocating for the applicant
“Applying for jobs is this never-ending cycle.”
Derek describes the broken dynamic where easy applications lead to overwhelming volumes, prompting automation that further distances candidates from employers. This cycle creates frustration on both sides and diminishes the quality of the hiring process. Evercruiting aims to rebalance this by improving how candidates present themselves and how employers engage with them.
Kathleen emphasizes that employer branding and the hiring experience play a major role in attracting and retaining talent. Candidates form impressions quickly, and a poor process can deter even strong applicants. By prioritizing transparency, communication, and ease of use, their approach advocates for candidates while still supporting business needs.
Derek and Kathleen can be reached on LinkedIn, where they actively engage in conversations about hiring and recruitment. To learn more about Evercruiting, visit www.evercruiting.com.
This podcast wouldn't be possible without the incredible work of our faaaantastic team:
- Scheduling and correspondence by Kristen Karaliunas
To connect with AttractionPros:
Tuesday Apr 28, 2026
Tuesday Apr 28, 2026
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Mike Whincup is the Head of Design and Marketing at Galaxy Multi Rides. Growing up in a family business that pioneered mechanical bull innovation, Mike has worked across both manufacturing and operations, helping expand the company globally while also launching Do The Beach, an inflatable park franchise concept. His experience spans decades in the attractions industry, blending creativity, entrepreneurship, and operational insight. In this interview, Mike talks about modular attractions, profitability through efficiency, and trends in inflataparks.
Modular attractions
“If you can think it, we’ve probably made it, as long as we can make it safe.”
Mike explains how Galaxy Multi Rides evolved from a single mechanical bull into a fully modular attraction system with interchangeable ride attachments. What began as a practical solution to improve setup efficiency turned into a versatile product line that allows operators to swap themes and experiences easily. From surfboards to sharks to branded activations, the modular concept enables venues to refresh offerings without major capital investment.
This adaptability also makes the attractions appealing across multiple markets, from party rentals to permanent installations. The ability to customize and iterate has attracted major brands and entertainment venues, reinforcing the value of flexibility in attraction design.
Profitability through efficiency
“We’re trying to create profitability through efficiency.”
A central theme in Mike’s philosophy is designing attractions and facilities that maximize revenue while minimizing operational strain. He highlights how inflatable parks can achieve up to 90 percent playable space compared to around 60 percent in trampoline parks, immediately increasing capacity and revenue potential within the same footprint.
Efficiency also extends to staffing and layout. By designing attractions that require less supervision and optimizing facility flow, operators can reduce labor costs while maintaining safety and guest experience. This balance between design, operations, and guest flow is what drives sustainable profitability.
Trends in inflataparks
“It’s the evolution of the concept.”
Mike describes the current inflatable park movement not as a new trend, but as an evolution. Earlier versions were disconnected attractions placed side by side, while modern inflataparks are fully integrated environments where guests remain engaged continuously.
This shift toward immersive, interconnected design improves safety, increases engagement, and enhances overall guest satisfaction. The model also benefits from lower build costs and greater adaptability, making it attractive for operators entering the market. As a result, inflataparks are gaining renewed momentum as a scalable and efficient alternative within the family entertainment center space.
Mike can be reached on LinkedIn. To learn more about Galaxy Multi Rides, visit www.galaxymultirides.com. To learn more about Do The Beach, visit www.dothebeach.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:
Tuesday Apr 21, 2026
Tuesday Apr 21, 2026
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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 nick@fortyfivegames.com. 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:
Tuesday Apr 14, 2026
Tuesday Apr 14, 2026
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:
Tuesday Apr 07, 2026
Tuesday Apr 07, 2026
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 marc@studyacademyusa.com. 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:
Tuesday Mar 31, 2026
Tuesday Mar 31, 2026
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:
Tuesday Mar 24, 2026
Tuesday Mar 24, 2026
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 elugo@xcaret.com. 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: