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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
Tuesday Sep 26, 2023
Tuesday Sep 26, 2023
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
Alessandro Zamperla is the President and CEO of Central Amusement International Inc. (CAI), which owns and operates Luna Park at Coney Island in New York City. Alessandro refers to Coney Island as being one of the “most iconic and influential” amusement parks in the world, and CAI has the responsibility of being the custodian of a historic landmark while also ensuring that the park can serve the guests of today and in the future. In this interview, Alessandro talks about pure joy, embracing authenticity, and knowing where you’re from.
Pure joy
"Through the moments of difficulty is when you can better appreciate moments of pure joy and exhilaration."
When Alessandro first began working at Coney Island, he worked in food service, flipping Nathan’s Famous Hot Dogs. Alessandro says that this allowed him to connect with other individuals in a unique way. More than solving hunger for his guests, he viewed it as fulfilling a purpose beyond that of the guest that extended beyond eating a hot dog. Given the iconic status of the park, eating a Nathan’s hot dog at Coney Island is an experience in and of itself.
In our industry, we are not just providing a product or a service, according to Alessandro. We are providing the full experience of being a human being. We often get caught up in the day-to-day details that parks and attractions need in order to operate, and every once in a while we need to step back and realize the purpose in our guests’ lives that we get to fulfill for them.
Embracing authenticity
"The KPIs can never replace the passion."
Coney Island is the people’s playground. Given its history, it has developed a strong reputation, although part of Coney Island’s history is less glamorous than it is today. When asked if the park is still facing some of its previous reputation, Alessandro feels that instead of fighting the view of its past, it’s important to embrace its authenticity while striving to deliver the superior experience that it offers today. Through moments of difficulty, whether it is the park’s past reputation or the challenges brought on by the pandemic, it allows you to fully appreciate the pure joy and exhilaration that the park offers today.
For example, Alessandro refers to the day that Coney Island reopened from the pandemic as one of the best days in his professional life. The incremental anticipation that New York residents felt for the park’s reopening led to such a high level of appreciation that the park was open, and guests were more forgiving for any hiccups in the guest experience.
Knowing where you’re from
"It's about the heart. It's about loving what you do."
While Coney Island has a significant role in American culture, the park must maintain its relevance to new and emerging audiences. Alessandro stresses the importance of preserving the park’s history while also incorporating modern technology that guests expect when visiting amusement parks, which he refers to as “authenticity with innovation.” For example, the Cyclone, which originally opened in 1927, is still manually operated, so guests know that they are riding a part of history, while the park also strives for continuous improvement.
The sense of knowing where you’re from also extends to Alessandro’s role in the Zamperla family. Alessandro speaks to the generational significance of the family’s business, and the role that Coney Island plays in it. One example that he shares includes two intertwined rides, Tony’s Express and Leti’s Treasure, named after Alessandro’s grandparents, evoking Italian’s romantic culture. Additionally, he gives a glimpse of the food options available in the park, which includes high-quality artisanal Italian cuisine.
To learn more about Luna Park at Coney Island, visit www.lunaparknyc.com for an overview of the park and its history. To contact Alessandro, connect with him on LinkedIn.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
- A/V editing by Abby Giganan
To connect with AttractionPros:
Tuesday Sep 19, 2023
Tuesday Sep 19, 2023
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13-17, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 10th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros.
John O’Driscoll is the General Manager of Strokestown Park and The National Famine Museum in Ireland. The museum and property allow visitors to experience Irish history and learn about one of the most difficult time periods for the Irish people. John considers himself a steward of the property and hopes that many generations to come will be able to walk the grounds and form an appreciation for what the past has to teach us. In this engaging conversation, we talk about growing the team, experiencing Irish history, and future-minded preservation.
Growing the team
"I may be General Manager, but I'm just part of the team."
John started his career as a landscaper, and still carries with him the attitude to grow, cultivate, and nurture his team. Having come up through the ranks, John understands what it takes to be successful at each level of the organization and doesn’t shy away from “getting his hands dirty” to ensure the job is done right.
John is also quick to point out that even though he holds the title of General Manager, he is just one member of the team. That attitude, that you can’t do it alone, seems to permeate every aspect of John’s leadership philosophy, from listening to employees to ensuring they have the right tools and environment to grow.
Experiencing Irish History
"We want people to use history to take note with what is happening today."
The Great Irish Famine is also referred to as the potato famine, as potatoes were the main source of food for many people living in Ireland in the mid to late 1800’s. While we can’t imagine counting on one crop or food source in 2023, the lessons learned about diversity and the way different economic classes of people fared through a national tragedy are very valid today.
It’s one thing to read about such an event, it’s quite another to bring it to life through stories, murals, artwork, and exhibits. The Famine Museum does just that, giving visitors a real sense of the struggle and pain the Irish people went through. Some may say it's a somewhat sad or depressing subject matter for an “attraction,” but telling the real stories in an engaging way is what will stick with people long after their visit.
Future-minded preservation
"We have to be a little bit commercial, because every penny that comes in goes back in."
It would be wonderful if the property could run solely on donations and grants, but that’s just not the reality. Strokestown Park and the National Famine Museum also relies on visitors paying admission and buying food and souvenirs to help pay salaries and for the upkeep of the property. In that vein, John talks about the fact that their mindset has to be focused at least somewhat on sales and incoming revenue.
The property recently went through a major renovation, but that doesn’t mean everything was modernized. Many of the fixtures and features in Strokestown House are shown as they would have been seen and used in the late 1800’s. This sort of preservation allows the team to tell a genuine story and immerse their guests in the true feeling of the day.
To learn more about Strokestown Park and the National Famine Museum, visit https://strokestownpark.ie/ or email info@strokestownpark.ie. They can also be found on Facebook, Twitter and Instagram. To learn more about the walking/biking trail between Strokestown and Dublin, visit https://nationalfamineway.ie/.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
- A/V editing by Abby Giganan
To connect with AttractionPros:
Tuesday Sep 12, 2023
Tuesday Sep 12, 2023
Calling all thrill makers, fun creators, and AttractionPros! Get ready for the ride of a lifetime at IAAPA Expo 2023 - the global attractions industry’s premier event. Join us in Orlando, November 13th-17th, for a week of learning, networking, and exploring trends and new technologies. Discover innovative solutions for growth that will supercharge your business and enhance your career. Register by November 13th at iaapa.org/iaapaexpo and save up to 30% and get an additional $10 off with code apros. We’ll be there, and we hope to see you too!
Kevin McNulty is the President, CEO, and Co-Founder of Netweave Social Networking, an agency that works with multiple industries, including attractions, to amplify their marketing through effective social media. Based in Southwest Florida, Netweave found its way into the attractions industry through an aviation museum that connected the company with the Florida Attractions Association. In this interview, Kevin talks about social media strategy, connecting with people vs. logos, and using social media to drive culture.
Social media strategy
"The number one strategy of social media is to be the kind of company people want to say good things about."
Regardless of the industry, the most important aspect of social media marketing is building a relationship with your audience. Part of this is ensuring that the messaging is not only specific and relevant, but also speaks the language of that segment of the industry. For example, attractions with animals under their care should ensure to say “habitat” instead of “cage” and “pool” instead “tank,” otherwise it may misalign from the organization’s mission.
Social media is a two-way street, and attractions must balance their outbound messaging with their inbound posts from their guests, and you don’t get to decide what your guests are talking about online. Instead, it is critical to regularly be monitoring your social media channels so that you can respond quickly, rather than limiting your strategy to one-way communication with your audience.
Connecting with people vs. logos
"People want to connect with people. They don't want to connect with logos."
If you had a celebrity spokesperson, who would it be? This is the question that Netweave asks new clients during the onboarding process to define the brand voice that will weave its way into social media marketing. By unifying the brand voice, the messaging becomes consistent, whether it is done through a third party like Netweave or a team of people on your staff.
People follow you on social media to connect with the brand in ways that they aren’t able to in traditional marketing. If your images are all professional photos that are perfectly posed and your posts are always carefully crafted ad copy, it doesn’t have the same appeal as a more humanized voice that enables conversation with your audience.
Using social media to drive culture
“One of the great things about social media is that it can convert fans into evangelists… and it can do the same thing for employees.”
At the 2023 Florida Attractions Association conference, Kevin and Matt presented a breakout session that introduced a concept that they developed together that ties into both social media and employee retention. They suggested that frontline employees be given a 15-minute “brand ambassador” shift that allowed them to leave their positions and capture photos that can be used for social media content. This would enable them to approach guests and take pictures of families, while also amplifying the amount of content that the social media team can use online.
In addition to the marketing-related benefit, it also is intended to make employees feel more valued in the organization, knowing that they are contributing to a goal that extends beyond their immediate job duties. And in addition to social media, they would also be encouraged to document anything that they see out of place, such as paint chipping or a landscaping issue that needs to be reported.
Kevin and Matt both look forward to learning how operators implement this within their organization and seeing the results that can come from it.
To learn more about Netweave, visit https://netweaveonline.com. You can also follow the company on Facebook, Twitter (X), and Instagram.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
- A/V editing by Abby Giganan
To connect with AttractionPros:
Tuesday Sep 05, 2023
Tuesday Sep 05, 2023
Jonathan “JB” Benjamin is the Chief Executive Officer of Museum of Illusions, an edutainment museum concept bringing guests into a fascinating world of illusions where nothing is ever quite as it seems. With experience at various global restaurant and hotel chains, retail outlets, and trampoline parks, JB brings extensive knowledge to a unique and relatively new attraction type. In this interview, we talk about immersive illusions, learning from employees, and adapting to multiple cultures.
Immersive Illusions
"There's a trend these days of immersive experiences, and we're riding that wave."
JB talks about the uniqueness of the Museum of Illusions as an attraction and its appeal to all ages. In this way, there is a greater opportunity for immersion not only in the facility and the exhibits, but with family members as well. The more you CAN experience together, the more you WILL experience together, which creates richer memories for everyone.
We also learn that immersion does not have to mean VR or the latest technology. JB explains that some of the illusions that guests get to experience are based on older concepts that are given new life in the museum.
Learning from employees
"We learn as much from our employees as they learn from us."
People may complain about it, but the easiest way to reach people, especially younger team members, is to meet them where they are. That means utilizing technology when appropriate, even just to open doors to a deeper conversation.
JB says they are far from the point of being able to say they know everything. Being open to employee feedback and having the ability and willingness to adapt are two things that JB leans on to ensure the employee experience remains fresh and relevant. Listening to his employees is one of the best ways to learn about the community and the guests.
Adapting to multiple cultures
"It's part of our DNA to try to assimilate to the local community."
At the time this episode was recorded, there were Museums of Illusions in 25 countries. JB embraces the differences those countries bring in terms of culture, community, employee base, etc. Just like there is no one-size-fits-all for guests or employees, the same can be said for the operating best practices for all of the countries they occupy.
JB says that a large part of the process of assimilating and adapting to new cultures is to simply talk to the people already living there. They will tell you what will work and what won’t, and where you need to focus your energy to be a part of the community rather than an outlier.
To connect with JB, visit him on LinkedIn, or you can email him at jb@museumofillusions.com. For more information on the attraction and locations, visit Museum of Illusions or stop by one of the locations near you!
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
- A/V editing by Abby Giganan
To connect with AttractionPros:
Tuesday Aug 29, 2023
Tuesday Aug 29, 2023
Mandy Sijbrandij is the Owner of Global Leisure Management (GLM), a third-party management company for attractions. GLM oversees the full operation of the business, including hiring employees, managing them, putting policies in place, and running the day-to-day operations, maintenance, marketing, along with accounting services. This allows the owner to turn over the daily operations to a trusted operator. Most notably, GLM operates SkyWheel Attractions, which can be found in Panama City Beach, FL, and Myrtle Beach, SC. During GLM’s early days, however, Mandy lost her husband, and she opens up with her personal story of loss and grief, while still moving forward to launch the business. In this interview, Mandy talks about running it like you own it, the observation wheel experience, and managing grief.
Running it like you own it
“If I’m in a position to fix something or make something better - and every employee is - then I want to do that, and I want everybody on the team to have that same mindset.”
When someone owns a business like an attraction, they have both a financial investment in the property and an emotional investment, which requires an operator that will treat the property the same as the owner would. Mandy shares that this requires frequent communication between GLM and the operator, setting proper terms of the agreement, and then running it as if they own it themselves.
The mindset of running it like you own it extends beyond the management company; it is also how leaders show up to work every day when they talk the talk and walk the walk, as well as with frontline employees. Mandy stresses the importance of sharing the successes of the business with the team so they can see how they can own their own jobs within the influence that they have.
The observation wheel experience
"You can use the wheel as the biggest and best billboard."
An observation wheel is a Ferris wheel, but a Ferris wheel is not an observation wheel. An observation wheel is a modern take on the carnival-style Ferris wheel, though the cabins are often larger and can house more guests, there is usually heating and air conditioning, and perks and amenities that a Ferris wheel does not offer. Not only are they often built in scenic locations that offer guests a spectacular view, but they are also beautiful pieces of architecture that complement any skyline.
Observation wheels can be marketed as an enhanced experience compared to a traditional Ferris wheel often because they are taller, offering sweeping views of the area around them, and can make any location more iconic by intriguing nearby visitors. It’s also an experience that can be done with a group or a family that might not ride a roller coaster together, yet on an observation wheel there are nearly no limitations to riding.
Managing grief
"We're never really talking about grief, and we need to."
In late 2022, while Mandy and her husband Eward were in the beginning stages of forming GLM, Mandy suffered a tremendous personal loss when Eward suddenly passed away. Mandy expressed that her previous employer, Koch Development, always treated her like family and instinctively pushed back the transition of SkyWheel’s management to the newly created company. This allowed her to focus on her family and not on work or the logistics of GLM’s launch, which was pushed until mid-February.
This event has led Mandy to reflect on how employers manage grief within their own employees and even their guests. What does your bereavement policy look like? Does it show empathy toward the employee’s situation, or is it focused on the needs of the business? How flexible are your cancellation policies if a guest has a death in the family? Do you train employees on how to treat guests going through difficult life situations? You may never know what someone is going through at any time.
To learn more about Global Leisure Management, visit www.glmattractions.com. To reach out to Mandy directly, connect with her on LinkedIn.
By the way, if you visit Paradise Pier in Biloxi, you can meet Eward the Dutch Duck, inspired by Mandy’s husband.
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
To connect with AttractionPros:
Tuesday Aug 22, 2023
Tuesday Aug 22, 2023
Coaster Nerd Con, or CNC23, took place from July 6-14, 2023. This is the annual trek where Matt and two friends take an epic journey to ride roller coasters, debate the best park food and experience the best the industry has to offer. This year, Josh got to join them at their first park, Six Flags Great America. From there, the trio went to Lost Island Theme Park, Adventureland, Worlds of Fun, Silver Dollar City, Frontier City, Six Flags Over Texas, SeaWorld San Antonio, and Six Flags Fiesta Texas. As usual, there were lessons learned along the way. In this episode, Matt and Josh talk about the “things that matter” to the park-going experience.
Enthusiasm matters
For those who know Jeffrey Siebert, Park President at Six Flags Fiesta Texas, you know that he has enthusiasm to spare. In fact, he calls himself an “enthusiast who gets to run a theme park,” and that enthusiasm shows from the look of the park (amazing), the interactions with the team (hospitable and friendly), and the fact that everything was open. His energy is infectious, and that has an incredibly positive impact on the entire operation.
We also ran into team members at other parks, such as Lost Island, who leveled up their own enthusiasm. The gentleman who greeted us for the dark ride and the chef who checked on us as we ate lunch both positively enhanced our experience because of their enthusiasm and positive demeanor.
Recognition matters
There are so many ways to recognize a team member and so many great accomplishments to recognize them for! As we learned from Tony and Gina Claassen, there is something that Silver Dollar City does that combines recognition with a way to immortalize loyal team members.
Disney has the windows on Main Street, and Silver Dollar City has customized, themed posters that are placed throughout the park that recognize team members that have been with the company for 25 years. The best part is that Gina and Tony got to help design their posters and had a choice of where to put them. Next time you’re at SDC, see if you can find them!
Environment matters
The look, the feel, the emotion, the smells, the music… it all plays into the environment you are stepping into and will be the foundation of an immersive experience. Worlds of Fun has done considerable retheming and upgrades to the park, including paint and new facades. Lost Island was clean, incredibly well-themed, and paid attention to the little details that really made a difference.
Props must also be given to the Bamboozler (Round-Up) at Worlds of Fun. The internal paint job (which one could argue wasn’t needed for the ride to function) created a visually interesting and attractive experience not just for the riders but the guests on the midway as well.
History matters
Many rides and attractions have had lives before landing in their current home. Parks also move things all the time to accommodate expansion and new experiences. It truly enhances the experience when a park takes the time to acknowledge and document the journey that a ride has taken to get to its current home.
A notable piece of history for Matt is the Grand Carousel at Worlds of Fun, which used to be at Geauga Lake in Aurora, OH. Geauga Lake was Matt’s home park growing up, and there is a very good chance he rode it when he visited with his family. Sharing the history can develop and strengthen the emotional connection of the experience.
Activities matter
As much as the CNC crew loves roller coasters, it was really fun to discover, observe and participate in a variety of activities that bring people together and let them have fun or challenge themselves in a non-traditional way (for a theme park).
Lost Island had a number of activities that allowed guests to challenge their minds as well as their body. Silver Dollar City staged a good ‘ol fashioned water balloon fight, and Fiesta Texas has a state-of-the-art gaming center.
For more on the CNC23 trip, look for #CNC23 on Facebook and Instagram.
To connect with AttractionPros, visit attractionpros.com or email attractionpros@gmail.com.
Tuesday Aug 15, 2023
Tuesday Aug 15, 2023
Sascha Czibulka is the Executive Vice President for Intamin Amusement Rides, one of the world’s leading suppliers of rides and roller coasters. Sascha began his professional career with Huss Rides, which he later left for the purpose of joining a startup until his plans changed again when Intamin offered him the role of Managing Director. What Sascha thought would be a role for one or two years has now lasted more than 23 years, and he now serves as Executive Vice President. Additionally, Sascha has remained heavily involved with IAAPA throughout his career, serving on and chairing multiple committees and the board of directors. In this interview, Sascha talks about persistence, starting with safety, and creating extraordinary experiences.
Persistence
"You will never hear, 'No, it cannot be done.'"
One of Intamin’s cornerstone characteristics is persistence. When Sascha was initially offered the opportunity to join the company, he turned it down to pursue his startup, but the calls kept coming. This persistence can also be sensed in Intamin’s sense of innovation and pushing the envelope toward unique experiences.
Intamin is a family business, currently in its third generation, and the sense of persistence can be felt today just the same as it did several decades ago. Whenever ideas are brought to the table, whether from external stakeholders such as park operators or if they are developed internally, Intamin takes a “go for it” mentality toward innovation.
Starting with safety
"It starts with safety. That's the cornerstone of everything we do."
The only caveat to Intamin’s innovation process is if the project is deemed to be unsafe. Through thorough examination, Intamin’s engineering team can make a determination of whether an idea is feasible or not, and if it is not feasible due to safety reasons, they will suggest alternative configurations to ensure it meets the safety standards.
The team follows the norms and safety standards in place, including similar standards in all global regions. While there may be slight differences from one standard to another depending on the region, the one commonality is that the goal is to ensure that rides are kept completely safe.
Creating extraordinary attractions
"Our target is to design a coaster that the passenger can only be torn out of their seat because they instantly want to do it again and again. Then you know you have a winner.”
Every project that Intamin takes on is fueled by the passion of the team. The engineering team is passionate about creating the best ride experience possible while working within the constraints of space or the client’s budget. Then, seeing riders’ reactions when they get off the ride determines if the ride is a hit.
Sascha also says that success is defined by years to come and how the attraction continues to be popular year after year. Sascha says that the goal of every project is to build rides that stand the test of time and maintain their popularity year after year, which helps the client continue to gain a return on their investment.
To learn more about Intamin, visit their website. To connect with Sascha, find him on LinkedIn or send him an email at sascha.czibulka@intamin.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Aug 08, 2023
Tuesday Aug 08, 2023
Sondra Shannon is the CEO of Gatemaster Technology, one of the leading ticketing solutions for the attractions industry. Sondra’s career in the industry began with Q-Zar Laser Tag as General Manager, where she was a self-proclaimed “super-user” of Gatemaster in the late 1990s. When that facility was sold, Gatemaster’s founder recruited Sondra to help build the next iteration of the product, which enabled the company to expand into water parks, zoos, museums, and theme parks. Now, as CEO of the company, Gatemaster has evolved as the trends in technology continue to shift, and Sondra remains an avid enthusiast of the industry. In this interview, Sondra talks about making heroes out of operators, guest-driven transactions, and building an inspirational culture.
Making heroes out of operators
“Their focus should be on the guest experience, and not trying to figure out how to make something work in their system.”
When an attraction implements Gatemaster, the software often replaces anywhere from three to six systems. This makes it a much more efficient operation, and Sondra stresses that her goal is to not only make things easier for guests, but also for the operator. If staff have a difficult time navigating their own system, it reflects poorly on the business, and the guest experience suffers.
Gatemaster was founded by people within the attractions industry who know and understand the experience. Even though Gatemaster is a software company, Sondra ensures that she is regularly visiting attractions with her family and encourages her team to do so as well. This allows them to see the experience through the lens of the guest, which inspires innovation in technological development that further helps the operator deliver a superior experience and be the hero for their guests.
Guest-driven transactions
"We're trying to empower hospitality."
Everything that Gatemaster has created has led to what Sondra refers to as the guest-driven transaction. A few years ago, Harvard Business Journal conducted a study with more than 200 companies and determined that self-service technology empowers customers. The study showed that wait times were reduced by 30-50%, and customer satisfaction increased by 50%.
Guest-driven transactions allow the guest to take more control over their own experience and feel more empowered. The results also show that guests are investing more in their own experience and thus spending more. By intuitively offering upsells and add-ons, the guest also feels like the business knows them a little bit better by crafting a personally-curated experience.
Building an inspirational culture
“I want to encourage more people to enter this space.”
Sondra meets with her team every Friday, and at the end of the meeting, everyone is asked what attraction(s) they are visiting over the weekend. By encouraging every member of the team to visit attractions and understand the guest experience, it enables them to bring back ideas for how they can help the operator, and others like them, improve the guest experience, resulting in fewer angry guests and, therefore, fewer burnt-out team members.
When describing Gatemaster’s culture, Sondra says that it’s easy to get people to buy into the idea that they can help people create memories. Gatemaster’s core values align with what needs to go into building a product that enables attraction operators to create memories for their guests that last a lifetime.
To learn more about Gatemaster, visit https://gatemaster.com. To reach Sondra directly, connect with her on LinkedIn or email her at sondra@gastemaster.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Aug 01, 2023
Tuesday Aug 01, 2023
Eric Bertch is the General Manager of Lost Island Themepark in Waterloo, IA. Having started his career as a lifeguard at Lost Island Waterpark in 1999, Eric worked his way up from checking pool chemicals to leading a team, and has served as the theme park’s general manager since the project began. Opened in 2022, Lost Island Themepark is one of the Midwest’s only themed entertainment experiences, immersing guests into a story, versus building the tallest and fastest rides like the comparable amusement parks in the region. In this interview, Eric talks about building a city, creating new IP, and employees being part of the attraction.
Building a city
“When we started this project, at one point we had over 400 different workers at the same time trying to put this together.”
Eric compared the construction of Lost Island Themepark to building a city, which is apparent of all major theme parks and many other similar attractions. They require a massive amount of infrastructure, a significant number of construction workers, and are as organizationally complex as geographic regions and municipalities.
Through these complexities, Eric shared several hurdles that the park had to overcome to reach completion. He talks about supply chain issues, weather delays, cost overages, and the COVID-19 pandemic that slowed down the progress of the park. Despite the hurdles, Lost Island Theme Park opened on June 18th, 2022; however, Eric shares that even though the park was able to open on time, it was not fully complete, meaning that construction continued even while the park was operating.
Creating new IP
“Our background is in themed entertainment, and it’s an area we felt was underserved in this part of the country.”
Intellectual property is often used as a strong driver of attendance in theme parks due to familiarity and fandom of popular brands, stories, and characters. However, rather than leveraging existing IP, Lost Island immerses guests into new stories and characters that were created in-house. This allows for more latitude in storytelling as the brand parameters for the IP are internal to Lost Island.
Eric shares that the theming that has gone into the park extends far beyond rides, and is positioned to enhance the atmosphere of the experience. This includes several Easter eggs that can be discovered throughout the park, which creates more “wow” moments for guests as they encounter unplanned experiences. These discoveries help to increase dwell time and overall spending, along with the memories that guests carry with them when they leave.
By focusing on the park’s cohesive theme of elements including fire, water, air, earth, and spirit, Eric also shares that it creates an experience that is more cost-effective than building the tallest and fastest rides, all while enhancing guest satisfaction.
Employees being part of the attraction
“If you ever want someone to learn something, it better be fun.”
Eric shares a glimpse of Lost Island’s recruitment and training process. Rather than individual interviews with the same 15 questions asked to each individual, Lost Island conducts group interviews that are able to assess a team member’s intention rather than history from their past experience - many of whom have none as they are applying for their first jobs.
In training, Eric stresses to employees that they are part of the attraction, not a wallflower who is just facilitating the experience. This has led to Lost Island’s hospitality standard being exceptionally high, and team members are regularly mentioned in online reviews. When a team member sees themselves mentioned in a positive review online, it further motivates them to continue their enthusiasm for the experience and builds momentum within the guest service standard.
To learn more about Lost Island, visit www.thelostisland.com to learn about both the theme park and the water park, and you can also download the Lost Island Adventure Guide app on Google Play or the Apple Store. To follow Eric on Twitter, check out @LostIslandChief (Disclaimer: sometimes Eric says crazy things and hopes he doesn’t offend too many people!).
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas
Tuesday Jul 25, 2023
Tuesday Jul 25, 2023
Faith Mmbando is the CEO of Best Northern Tours and Safari, a tour operator in Tanzania that offers hiking, safari and adventure experiences to guests from around the world. A few years ago, Faith decided to take a dormant family business and turn it into a world-class experience. Now, just 21 years old, she is making her mark in a male-dominated industry and has a clear vision for future success. In this episode, Faith talks about finding a niche, sustainable tourism and socioeconomic factors.
Finding a niche
"Ensuring your clients that you have a safe space to put them in makes it more validating."
One of the ways that Faith intends to set her adventure tour apart is through the addition of lodging for the guests that come to experience Tanzania. This way, she can remove a worry and potential roadblock from people booking a trip and a tour destination.
Faith is also passionate about setting her company apart from many other tour operators in the area by employing women in all roles within the organization. Her goal is to provide opportunities to women historically taken by men such as bus drivers, tour guides and admin staff so that valuable talent is not overlooked.
Sustainable tourism
"I am amazed every time I go into the wildlife because it's different every time."
Faith inspires us to not take what is in our backyard for granted, while at the same time acknowledging that it takes all of us to ensure that the wildlife and ecosystem can be sustained for generations to come. She communicates this through her staff but also takes the opportunity to educate and inspire the guests on tour to clean up after themselves and take care of the fragile environment.
The company is currently pursuing using solar energy wherever possible and in time, switching to electric vehicles that would be used on safari. Diesel trucks are very noisy, and can scare off animals (not to mention what the exhaust does to the environment). Faith said she can imagine being able to observe wildlife in a silent vehicle, which would be less jarring to the animals and thus create a better experience for her guests.
Socioeconomic factors
"It's never easy dealing with things that are out of your control. Keep a positive mindset."
Running a business is hard, especially when factors outside of your control dictate whether or not a guest may choose to visit you. Political unrest, wars, and inflation are just some of the factors that Faith mentioned that she has found can impact her and all tourism businesses.
True to form, Faith does not let this damper her spirit. She approaches each of these challenges with an open and positive outlook, seeking solutions that will help overcome the external impacts. She also credits some of her success from not starting her business during COVID as she got to learn from others and how they dealt with the pandemic.
To learn more about Best Northern Tours and Safari or to connect with Faith, she invites you to check out her LinkedIn page, or the Best Northern Tours and Safari website and social channels. She also hopes people will reach out directly via email at faith@bestnorthernsafari.com.
To connect with AttractionPros: attractionpros@gmail.com
This podcast wouldn't be possible without the incredible work of our amazing team:
- Scheduling and correspondence by Kristen Karaliunas