Podcasts about iaapa

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Running a modern trampoline or adventure park isn't as simple as “put trampolines in a warehouse and open the doors” anymore. Operators juggle guest expectations, evolving tech stacks, labor realities, and the need to turn first-time visitors into loyal fans. In this conversation, Matt and Josh surface practical solutions with a live panel—Phillip Howell (Best American Trampolines), Greg Spittle (ROLLER), and Brandon Willey (Intelliplay)—covering design, data, kiosks vs. people, post-visit marketing, gamification, and AI. In this episode, Phillip, Greg, and Brandon share how the trampoline park model has matured and what tech-enabled moves will define the next five years. From Warehouses to Polished, Parent-Friendly Parks “We were going into warehouses… 10 to 15,000 square feet of actual trampolines… no party rooms, no decoration on the wall.” Early parks were bare-bones. Today, Phillip emphasizes warm, inviting environments: clean sightlines, framed netting, wrinkle-free pads, murals, and real seating and TVs for parents. The aesthetic isn't vanity - it sets the perceived cleanliness and quality bar the moment guests walk in. Match Online Promises with Onsite Reality “That upfront experience needs to match the experience when I walk through the door.” Brandon flags a common miss: aspirational websites and social feeds that don't reflect the actual facility. Greg adds that outdated online checkout flows lose guests before they arrive. Align visuals and copy with the real experience, and make the digital path to purchase smooth. Before–During–After: Design the Whole Journey “There's a bit of technology in every piece of that journey.” Before the visit: modern web and frictionless online booking. During the visit: clear wayfinding, staffed self-service kiosks (never kiosks alone), and trained team members who intercept stress and upsell thoughtfully. After the visit: structured follow-ups—survey, intercept negative feedback before it hits Google, and segmented re-engagement. Kiosks Need Humans “You can't just leave the kiosks out there and expect success.” Automation works best with people in the loop. The winning model pairs one well-trained team member with multiple kiosks to guide choices, protect the experience, and enable upsells… without leaving a 16-year-old “on an island.” Own the Post-Visit Moment (and the Data) “Trampoline parks have a massive advantage. You have mandatory waivers… it's marketing data.” Use waivers to power segmentation: birthday clubs (30–45 days out), membership offers, and interest-based campaigns. Greg notes birthday bookings often happen ~3 weeks in advance, so time your messages. Automate when possible, but always deliver genuine value in every send. Wearables & Gamification Drive Repeat Visits “After the bands were in place, repeat visitation went up to 78%.” Intelliplay's wristbands track activity, show session status (green to red), reduce PA “time's up” moments, and fuel leaderboards. With demographic data and in-park behavior, operators can create attraction-specific events (e.g., dodgeball nights) and reward systems that keep families coming back. Clean Lines = Clean Minds “You see a wrinkled pad and it looks dirty.” Optics shape reviews. Details like pad tension, framed netting, and tidy sightlines communicate safety and care, prevent “dirty” perceptions that damage ratings even when facilities are spotless. AI Now & Next: Practical, Not Hype “AI is still in its infancy… but options matter.” Today: load SOPs into a private assistant for staff training and guest FAQs; use AI for campaign ideation and drafting. Tomorrow: agentic AI will act on your data, building and running segmented campaigns, surfacing decisions from noise, and personalizing in-park and post-visit experiences. Humans stay central; AI reduces drudgery. Operator Priorities That Don't Change “What's driving my revenue, costs, and guest experience?” Greg's three pillars: Revenue engines (birthday parties remain foundational; memberships rising). Costs (especially labor forecasting by day/week/season). Guest experience (measure, intercept, and improve). Brandon adds: audit your attraction mix and secret shop your own venue regularly, end to end. The Park of the Near Future “Immersive, gamified, personalized.” Expect lighting tied to activity, unified scoring across attractions, persistent profiles, and app-based rewards that feel like arcade redemption—physical prizes today, digital skins tomorrow. Most of all: keep experimenting; iterate quickly, learn, and evolve.   What tech or tactics have moved the needle most in your venue: kiosks, leaderboards, birthday automation, staff training tools, or something else? Share your ideas and questions in the YouTube comments or on social media. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

De grote pretparkbeurs in Barcelona was deze maand de ultieme gelegenheid voor grote en kleine spelers uit de branche om te laten zien wat ze in huis hebben. Bijna 16.000 bezoekers namen een kijkje op de IAAPA Expo Europe in evenementencomplex Fira Barcelona Gran Via. Looopings was erbij voor een rondje langs verschillende leveranciers. Wat zijn de laatste trends en welke projecten zijn er onlangs opgeleverd?

It's Day 3 of IAAPA Expo Europe, and this episode of Skip the Queue brings you insights from industry leaders. Hear from Andreas Andersen (Liseberg), Peter van der Schans (IAAPA EMEA), Laura Read (Marwell Zoo), Aaron Wilson (ProSlide), and Robbi Jones (Katapult) on resilience, creativity, and the future of attractions.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden, with co host Andy Povey and roving reporter Claire Furnival.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references:  https://www.liseberg.se/en/https://www.linkedin.com/in/andreas-veilstrup-andersen/Andreas Veilstrup Andersen is the CEO and President of the Liseberg Group, Sweden – operating one of Scandinavia's most visited amusement parks. Andreas has a legal and financial background and has been working in the amusement park industry since 2000.  First in several capacities at Tivoli Gardens in Copenhagen, Denmark, later as Vice President of European operations at IAAPA EMEA in Brussels, Belgium. Andreas was the 2018 Chairman of IAAPA. He currently holds board positions at Farup Sommerland and Alsik Hotel in Denmark, as well as Momentum Leisure and Leo's Lekland, Europe's largest chain of FEC's. Andreas is heading up IAAPA's sustainability initiatives, and occasionally blogs on https://reflections.liseberg.se/.Plus, live from the Day 3 of the IAAPA Expo Europe show floor, we catch up with:Aaron Wilson - Vice President, Business Development Europe & Latin America, Proslide Technologyhttps://www.proslide.com/https://www.linkedin.com/in/aaronlouiswilson/Robbie Jones - Insights Director, Katapaulthttps://www.katapult.co.uk/https://www.linkedin.com/in/mrrobbiejones/Peter van der Schans - Executive Director & Vice President, IAAPA EMEAhttps://iaapa.org/expos-and-events/expo-europehttps://www.linkedin.com/in/peter-van-der-schans-87715717/Laura Read - Chief Executive, Marwell Zoohttps://www.marwell.org.uk/https://www.linkedin.com/in/laura-read-she-her-98110726/ Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about the world's best attractions and the amazing people that work in them. I'm your host, Paul Marden, and together with my co-host, Andy Povey, and roving reporter Claire Furnival, we're here at day 3 of IAAPA Expo Europe. On today's show, Andy talks to Andreas Andersen, CEO and President of iseberg Group, about resilience. I meet Peter van der Schans from IAAPA EMEA, and we catch up with Laura Read from Marwell Zoo. First, let's go over to Andy.Andy Povey: So I'm joined now by Andreas Andersen, who's the chief exec of Liseberg, Scandinavia's most visited amusement park. Andreas, welcome to Barcelona. It's very good to see you here. Can you tell the listeners at home a little bit about Liseberg and what you do there?Andreas Andersen:  Sure. So I'm heading up one of the classic regional city-based parks in Northern Europe. So you have Liseberg, you have Tivoli in Copenhagen, you have Kornalund in Stockholm, and Linnanmaki in Helsinki. And we're part of this tradition of parks that have a very strong community base and a long history. Liseberg is 102 years old and three years old. And also parks that represent cultural heritage as well as reflect the cities we're located in. Lovely, lovely regional park in downtown Gothenburg. And if you haven't been, you should come visit.Andy Povey: Absolutely. I must admit, I haven't made it there myself yet. It's on the bucket list. So our theme for today's recording is about recovery and resilience. And recently, in your blog address, you wrote that you feel like for the past four years, you've been in constant crisis mode. Can you tell us a little bit more about that?Andreas Andersen: Well, I think a lot of executives or just people working in this industry can recognise that the last four or five years have been very turbulent, very, very, very volatile.Andreas Andersen: It all started with the pandemic in March 2020, we were at Lisa closed down for 17 months, so we didn't have any any business at all for for 17 months. Then we reopened in the middle of '21, very very hard— you know, with a lot of restrictions and an organisation that had not been you know operating anything for a long time and we also had to let go a lot of people. Then in '22, I think everybody experienced this giant rush, you know, that everybody wanted to get back into the park. So we couldn't really keep up with demand. And that was stressful in a different way. In '23, the market in the Nordics really suffered for some reason. It was a wit, summer and inflation, and interest rates.Andreas Andersen: And everything that went with, you could say, sort of the beginning of an economic downturn. And then, in 2024, our biggest investment, our biggest project expansion in the last 100 years, a large new indoor water park burned down. So it feels like these four or five years has really been this chain of crisis that we've had to get over and manage, basically.Andy Povey: Yeah, I mean, what we're hearing from people on the show floor is that the economic and political unrest that we have all over the Western world is creating some turbulence in the market. So talk to us a little bit more about the fire at Oceania. What happened?Andreas Andersen: We had been building the water park for almost three years, and we were six, seven weeks away from handover. It was some of the last works on the right installation that went wrong. It was a plastic welding that overheated, and these things happen, as you know.Andreas Andersen: Unfortunately, we lost a colleague in the fire and that was basically, you could say, that overshadowed, I would say, everything, especially in the first weeks. Andreas Andersen: That was devastating to all of us and obviously, especially his family. But soon after, we also had to make some decisions. You know, did we want to rebuild? How did we want to rebuild? At what pace? How would we finance? etc. etc. So you also very quickly move into the next phase of a crisis management and that is recovery. And we've been in that phase ever since. Andy Povey: Interesting. It's a devastating situation. I mean, your concern obviously has to be for the team and the people involved— not just those affected directly, but everybody on the floor who feels an emotional impact from this situation. So what tips would you give, as a leader, going through a situation like that, to anyone else listening who may be facing their own challenges?Andreas Andersen:  Well, I think I learned a lot during those weeks and months. And I think I learned that in a crisis, especially of this magnitude, everything becomes very naked. Everything becomes very raw. And you cannot really play a role as a leader. You have to be yourself. You have to be authentic. And it's okay to also show emotions and be caught up in this process of figuring out what to do with the project and the team and yourself when you meet challenges of this severity. Andreas Andersen:  So I would say be yourself, but also recognise that I always say that leadership in a crisis is a little bit like your biggest asset is the confidence that people have in you. And that confidence is something you build up over years. It's a little bit like a bank account that you can then draw on when the crisis hits. But you really have to make sure that you have something on that bank account. You can't borrow confidence. It's not up for loan. So you really, you know, crisis management, from a leadership perspective, actually starts a lot earlier than the crisis. It's about, you know, building a team that works well together, that trusts you and has confidence in you. And then, when the crisis hits, you know, you can draw on that trust, draw on that confidence. So I think that's two of the learnings that I had during this process.Andy Povey: I love the idea of the bank that you can draw on. We're making deposits in our bank every day, not just as a commercial leadership level, but a personal level as well. You need to have that resilience built in yourself. A lovely analogy. And I really love the idea of authenticity. So, if we move on now to talking a little bit more about what we do in an attraction, I think authenticity plays a really big part in that. So, how important is it for you to keep innovating at Liseberg?Andreas Andersen: It's super important because we are in a regional market. I mean, if you look at how our guests are composed, you know, we have 90% Swedish people and then 10%, maybe 12% in a good year from other, especially Nordic countries. But the majority are Swedish and about 60% of our total volume is actually from the local market. And if you want to attract the local market and you want to drive revisitation, Gothenburg is a large city, but it's not a huge city. You have to keep the product fresh. You have to reinvest, reinvent, and constantly adapt. And I think that's actually... part of the, you could say, the formula for these Nordic city-based parks that we've actually had to all reinvent, you know, throughout our history. I mean, Tivoli, that was founded in 1843, it was built by this crazy entrepreneur called Geo Carstensen.Andreas Andersen: And when Tivoli opened on the 15th of August, it was late, it was over budget, and it was not quite finished. And he got a question from a journalist, you know, asking him, you know, when will Tivoli be finished? And his response was, 'Never.' Tivoli will never be finished. And I think, you know, it's almost 200 years ago that he said this, but I think it encompasses sort of the real DNA of our industry that we have to constantly evolve with our guests and reinvent ourselves. And I think, again, that the city, the Nordic city-based parks have really been quite good at that.Andy Povey: Obviously, I mean, Liseberg with 100 years, Tivoli with almost 200 years. There's something good there. You're doing something right. So more recently, you've taken a position with, I'm going to pronounce this awfully, Leo's Lekland. Compare and contrast Liseberg to Europe's largest chain of family entertainment centres?Andreas Andersen:  I mean, there are a lot of similarities and also a lot of differences. I think what is interesting for me, you know, working with Leos is that it's, in many ways, the model is the same. I mean, you pay an entrance fee, you spend a few hours with your family, you may eat a lunch or buy an ice cream or a plush animal. So in many ways, it's the same. But I think, when we're talking about these attractions that are really designed for shorter visits, there is a convenience perspective to them that it's slightly different than, you know, visiting an amusement park or a theme park for a full day. I remember once I had a conversation with one of our competitors in this market, not FECs as such, but, you know, these shorter visits, you know, two, three-hour visit attractions, very often midway attractionsAndreas Andersen: And he said, 'What we sell is actually not.' necessarily an experience, it is two hours spent and I think that's a little bit of a different perspective on an attraction that you actually also go to, Leo's Lekland, to have your kids, you know, be really really tired when they get home, you know, in today's world, where everything is a lot of a lot of stuff is digital and and the kids sit there with their with the tablets and their phones and or their game consoles or they're online with their friends. I think play has a huge and important role to play in the development of motoric and social skills for kids. I think physical play will be something we're going to discuss a lot in the decades to come, because I think we lost a couple of generations the last 20 years. And I think that's a super dangerous thing. So getting back to your question, a lot of similarities, but there are also some differences and I've learned a lot by working with them.Andy Povey: Fantastic. The talk about play really resonates. We lost a year, maybe 18 months through COVID. I have 11-year-old twin girls. I love the idea that me taking them to our local FEC on a Saturday morning so I could recover from a hangover while they went and played was a really positive, good parent thing to do. So thank you for that. We're at the show. What are you looking forward to seeing when you get out on the show floor, when we eventually let you go out on the show floor?Andreas Andersen:  Oh! I very rarely have a plan. I like to just stroll around. Actually, I see it a little bit like visiting an amusement park. You shop for experiences and you see what happens. I think one of the great things about these expos is the fact that, and that's probably what I look most forward to, is that you meet your industry colleagues.Andreas Andersen:  A company like ours, Liseberg, we do not exist; we do not operate within a chain structure. We do not have a corporate mother that knows a lot about what we do. We do not have other parks that we can benchmark with. So these shows is also a little bit a way for us to get out of the bubble and meet other people that work with the same thing as we do. So it's actually not as much the expo floor or the events or the educational program as it is meeting the people. I enjoy.Andy Povey: Andreas, it's been great talking to you. Thank you very much for your time and have a fantastic show.Andreas Andersen:  And I wish you the very same. Thank you.Paul Marden: Now let's head over to the show floor. So we are here on the ProSlide stand, and I'm here with Aaron. Aaron, introduce yourself. Tell us a little bit about ProSlide.Aaron  Wilson: Hi, nice to meet you. Thanks for coming in. I'm Aaron Wilson, Senior Vice President, Business Development, EMEA, with ProSlide. I've been with ProSlide for nine years. We're focused really on the design and innovation of rides. That's where we really form the nucleus of who ProSlide is.Paul Marden: Okay, so what are you launching here at this year's IAAPA?Aaron  Wilson:  Yeah, so let's walk over here to our model table. Where we have a large model of our newest feature, which is the Hive. We actually opened up two rides this year, one at Chimelong in China, the most attended water park in the world. Paul Marden: Wow. Aaron  Wilson:  And that's with a five-person family raft, everyone seated facing each other.Paul Marden: That's amazing. So you're going through this on a five-person ring kind of thing?Aaron  Wilson:  Exactly, a five-person tube. So it's a tight radius helix curve. So as you enter, you're entering into a completely open, basically cathedral space. But as you're dropping and turning very quickly, you're staying really stuck along the outside of the wall, feeling those centrifugal forces. And you have a 360-degree global view. So you're able to look forward, backwards, upwards, down. See everywhere where you came from and where you're headed.Paul Marden: It's amazing, isn't it? Because you've got transparent sides on it. So you can see outside as well.Aaron  Wilson:  Absolutely. And there's a ton of theming potential here. In the middle is a support structure. And so we're working on theming there in the middle, if we can. Special effects around the outside. In this case, it's transparent. Exactly.Paul Marden: You've got some amazing models on the table here. This is one of those rides that you can't really bring to IAAPA and experience in real life because we'd all have to be in our swimmers.Aaron  Wilson:  Unfortunately, yes.Paul Marden: But some amazing, amazing models. What's innovative about this? What's this bringing to the market, which is unusual?Aaron  Wilson:  So you have that 360-degree helix turn. We've completely opened it up. So normally in a turn, you can only see a few meters in front of you. In this case, it's a feature that's completely open as you're making that turn. And so you can see everywhere, right? Up and down, forwards, backwards. And that's really part of the differentiation. But obviously the biggest sensation is actually that experience you feel as you have those centrifugal forces around the outside. With a five-person boat, you're looking at about 800 pounds, and you're whipping around the outside, gaining tons of speed throughout. So it's really exciting. The additional interesting thing about this element is we're also doing a two-person tube and a small compact footprint.Aaron  Wilson:  So it's very adaptable for indoor parks or even outdoor parks that don't have a ton of space. That compact footprint gives a lot of flexibility in the design.Paul Marden: So you've got this in China at the moment, you say?Aaron  Wilson:  Yep, and one in the US. And there are a lot more to come in the next one to two years already programmed and open. So we're really excited about this for the water parks.Paul Marden: That's amazing. So we've been asking everybody to get their crystal ball out and tell us trends for 2026. Where do you think the market is going? What do you think that we can expect to see this time next year at IAAPA? Aaron  Wilson:  Water coasters. Water coasters are the big thing. Paul Marden: What on earth is a water coaster? Aaron  Wilson:  Yeah, well, let's head over here to another model table. We have a couple of examples here. So I would say, like in the last couple of years, specifically speaking about Europe, we've seen an amazing response to our water coaster technology using water propulsion. We call it the rocket blast.Paul Marden: Right.Aaron  Wilson:  And so what you have is a series of injectors placed along the uphill sections that actually push the boat uphill. That's amazing. And so with that technology, we're able to do a number of things. And this actually, this ride opened about a year and a half ago at Land of Legends in Turkey. This is, you know, one of the biggest things that will stand out to you here is, as you're looking around all the models, what's very common with a water park is you have—gravity-fed rides, meaning you climb a tower and use gravity to go down. Paul Marden:  This is very flat and long. Aaron  Wilson:  Exactly. This is built essentially on grade. There's no tower here. So, I mean, the first thing is accessibility. So now, as you know, there's no steps. You know, water parks are historically very difficult to meet accessibility. Paul Marden: Yeah. Do you know, I've never thought of that before. But of course, you need to climb the stairs to be able to get to the top of the tower.Aaron  Wilson:  So this case, this is called Turtle Coaster. And this is at Land of Legends. Our guests can walk or, you know, walk or wheel.Paul Marden: Yep.Aaron  Wilson:  As they want up this ramp. This is about four meters off grade. We have a little bit of a drop here. So this is a closed-circuit coaster, right? Meaning the guests are finishing and ending in the same location. Also something different from a water ride. Normally you're going up a tower and finishing in a pool. Here you're finishing and starting at the same location, much like a mechanical dry-growing coaster.Paul Marden: And this, just for listeners' benefit, this has got eight or nine turns in there. It's really, you know. It's going to be a normal coaster-type ride, isn't it?Aaron  Wilson:  This is a 420-meter-long coaster. You're looking at about a minute-and-a-half water ride, which is crazy. Most water rides are about 30 seconds, you know? So it's a really long experience. You have eight uphill last sections, along with what else is unique with our technology is we're able to incorporate these flat last sections. So much like a mechanical coaster has that launch element to it. We're able to do that with water propulsion. So right off the stop, you have this completely flat launch blast. Up, you're getting the elevation. You go around for 420 meters, a series of flying saucer features, uphill sections. Coming back into a water channel.Aaron  Wilson:  And landing in the landing pool, it picks you up on a moving station conveyor. So this conveyor is actually moving at a very slow pace. Guests are cutting off and getting back on.Paul Marden: This is not a lazy river, is it? That you're just sat around for a little while. This is going to hair around.Aaron  Wilson:  Absolutely not. And then here at Siam Park is another coaster here. We opened up in '23. Doolin. So you had two lanes.Paul Marden: Oh, wow.Aaron  Wilson:  And you're racing side by side throughout the experience.Paul Marden: That is amazing. Well, Aaron, look— it's been wonderful to meet you. Find out more about what you're doing here. Looks super, super exciting. I want to get my swimmers on and go and try some, but maybe not whilst we're here in Barcelona, but maybe one time soon.Andy Povey: So we're on the show floor again and I'm with Robbie Jones from Katapult. Robbie, please tell the listeners at home a little bit about Katapult, what you do with them.Robbie  Jones: So we design themed attractions, experiences and destinations. So that can be anything from theme parks all the way through to museums. And our— I guess our core competency is design stage, so pre-concept designs. We get involved quite a lot in theme parks that are very early stages. And my role in that is quite unique within the team of creatives and designers, in that I look towards the insights. So sometimes I work with feasibility partners to kind of pull together the economic requirements for a theme park or an attraction to exist. But more often than not, it's about the guest journey, the guest behaviour, how can we make the guest experience as best as possible by understanding information research that we might have already but also doing some primary research as well to make sure we're creating like that amazing moment for every person that walks through the door.Andy Povey: Fantastic. That sounds really, really impressive. Looking back over 2025, what are your key takeaways from this year so far?Robbie  Jones: Goodness, me. I think I'll speak with a lot of what the industry would say, which is it's been a little bit sticky in places in 2025. There's certainly been more maybes than yeses or nos in terms of projects. But I think we're starting to see things beginning to move. Someone's put some oil in the engine somewhere, which is great. And there's some really exciting projects coming up. Obviously, as a UK-based company, seeing the likes of Universal, Poodie Foo, setting up shop. It's going to be really interesting to see how that impacts not just the UK, but the European market as well.Andy Povey: I couldn't agree more. I really, really look forward to seeing that anticipated improvement in quality of experience that we'll get across the UK. So looking forward to '26 now, what are you anticipating as being the exciting things we're talking about in 12 months' time?Robbie  Jones: Gosh, I mean, I think there will be an element of a quiet time, I think, especially with the new build theme parks, whether that's in the UK or, of course, in the Middle East. I think there'll be an element of quiet that we need to get used to in terms of waiting to see what the next big thing is or the next IP that's going to be in those rides. But I certainly see a lot more positive vibes coming out of the industry. I think we'll see more exciting local experiences, maybe not just big global ones. And yeah, just on the horizon, maybe plenty more opportunity and positivity.Paul Marden: It has been my first IAAPA Expo, and I've had a whale of a time. And I am joined here by Peter van der Schans, the VP and Exec Director of IAAPA EMEA. Peter. Tell me a little bit about what the show has been like for you because I've had an amazing time.Peter van der Schans: Well, so did I. The funny thing is we've always worked so hard on these expos. It takes a hell of a lot of time and it all comes back in this one week. And once you exit that plane or train or however you arrive, you start in a bus and then it's over before you know it.Peter van der Schans: And the week is done and you fall in this big black hole. That's where we're going now. So it's been a wonderful week and it's great to see all our members and every industry leader that is visiting us. We're a small team at IAAPA. We're not a huge organisation, but we have our members supporting us. It's a team effort from both IAAPA and our members, basically. And it's only pride.Paul Marden: One of the most important parts of the show, I think, is the educational side of what you do. There's been a big educational program. Are there any big themes that you've spotted coming out of that education strand?Peter van der Schans: So the education program actually is built with our members and by our members. So, of course, we guide it and shape it. But it's actually done by our members. So it's our members saying, 'Hey, this is where I have issues with. This is the trends I see. This is where I think this is going, which makes it always accurate because we have that industry knowledge by our members.' So in that sense, what we saw this year, there's a lot of focus on AI, obviously, the hot topic nowadays. Paul Marden: It's not a single interview I do where somebody hasn't dropped AI into it. So it's a hot topic.Peter van der Schans: It's a hot topic. And I'm very curious also to see where it's going because right now, if you see execution, the focus is much on back office. For example, Parks Reunidos for example, shared on stage, that they can now predict their next, the next day in visitor numbers with accuracy of 93% which is perfect. Things like that. But I'm curious exactly to see how it's going to evolve in the future to the front end. So what is that visitor going to see in the future? Whenever I go to a theme park, for example, will I be recognised by my name? And if I ride a ride, will the animatronic know my name, for example? Things like that. I think there's limitless possibilities.Peter van der Schans: And we're just at the verge of the beginning. And it's also so, so, so excited about that education program that we share what we know and we work together to get to that point to make it better. Paul Marden: Yeah, absolutely. The collaboration in this sector is just amazing. And IAAPA is just the living proof of that. So many smiling faces. You know that there were competitors together on stands just chatting and enjoying. It's a really enriching experience seeing everybody work together.Peter van der Schans: It is, it is. And the funny thing is I've worked in this industry since I was 16. I started as a ride operator. I didn't know any better than when I had an issue when I became supervisor and manager that I could call the park at the other end of the country and ask, like, 'Hey, how are you dealing with this?' And they helped me. And then I worked at the cinema industry and suddenly I realised that that is not that common in all industries, to say it lightly. It was much more competitive and I didn't want to share anything and really opened my eyes in a way that I realised, like, 'hey, this is special'. And also made me realise that IAAPA plays a big part in that as well, as an organisation to bring all those people together, to provide that platform to work together.Paul Marden: Yes, the facilitators of the community, aren't you? I'm going to ask you a slightly controversial question here. Outside of show hours, what has been your favourite party or event? And you can name drop any one of them. It's absolutely fine. Nobody will be upset with you.Peter van der Schans: I must say the ballpark reception, obviously for the British people. Always good beers. The Tuesday events with the opening ceremony, where we really kick off the week. They made me dance again. I don't recommend watching that back, but that's always just a fun, fun morning where we really kick off the week with a big energy, with a nice connection to the host city as well. Peter van der Schans: It's always fun to work on that and to execute that, but also the evening event, the opening reception where we gather. Well, this year we had 1,400 industry professionals coming together and mixing, mingling in Tibidabo. Without rain, thankfully. Paul Marden: Well, yes, this is the thing. So I was watching the skies thinking this could go really badly wrong. The BBC weather forecasts were not looking good. Peter van der Schans: There's this tradition in Barcelona that you bring eggs to nuns and they make sure you'll have good weather. We did that. We brought three dozens.Paul Marden: Took a lot of eggs. There was a lot of eggs broken in the making of this party. But you did very well. We're at the end. And everybody gets to heave a big sigh of relief that the show's done. It's in the can. But there's also a touch of sadness and fondness looking forward to what comes next. So next year, what have you got coming up first? I understand there's something in the Middle East.Peter van der Schans: Yeah, absolutely. We actually last year at this expo in Amsterdam, we announced the launch of our newest expo, IAAPA Expo Middle East, which is actually the first time in IAAPA's history that we built a new expo from scratch.Peter van der Schans: Never done that before, our members and and people in the industry ask us year after year like, 'When is IAAPA coming to the Middle East?' Of course, there's a huge amount of investments going on in that region. It's crazy. And in that sense, we we simply listen to our members and decide that this is the time we need to go. And we're excited to get closer and closer to the actual launch of the event in March in 2026 in Abu Dhabi.Paul Marden: So March 2026, Abu Dhabi is our next event. But there is another event coming next year. IAAPA is coming to London, which I'm very pleased about. Tell me, is the planning all starting on Monday? Are you already a long way through planning? Plans you can share with me about what's coming up in London?Peter van der Schans: We will have an exciting program for sure, but we're not there yet with with the actual education programme. That takes a little bit more of time, but we do have the show Florencial already and that's looking to be another record-breaking show. What I think also remarkable is that we will have one third more education than we will have in our previous show. So we always had two conference rooms— we'll have three in London. So we'll have actually quite a big increase in our educational offerings as well.Paul Marden: That's amazing. I cannot wait. This has been my first IAAPA, but it won't be my last IAAPA. I think I can confidently say that. So grateful for you and the team inviting us along as Skip the Queue to be part of what you've been doing. We've had an amazing time and I cannot wait to see you again in London.Peter van der Schans: Thank you very much and happy to have you here.Paul Marden: We are here at the end of day three of IAAPA Expo Europe. We've had a wonderful time. Andy Povey: I'm broken. Paul Marden: Oh man, I'm going home a broken man. The voice is barely holding on. I am here with Laura Read from Marwell Zoo. Welcome to Skip the Queue, Laura.Laura Read: Hello. Thank you for having me.Paul Marden: Laura, what's it been like for you? What's the benefit of coming to IAAPA for you?Laura Read: So this is my first IAAPA. For me, this was all around looking at what's new for visitor attractions, what's innovative, what's coming up, and what could we potentially bring to the visitors of Marwell Zoo that might be exciting and might drive more visitors to come to us, really, ultimately. It's all about, for us, diversification, keeping the zoo product at the core of our offer, obviously, but seeing how we can augment that with other things.Paul Marden: So what can we expect? Is it going to be a 4D immersive ride experience? Water slides? Or are you looking for something that enriches the in-real-life experience for you? And it's a bit more low-tech.Laura Read: Oh, I'd love to put in like a water park. Do you know what? That's something like the coolest stalls. Like going around going, 'oh, I'd love to design a water park. That's so fun. No, no'. So for us, it's really about looking at sort of smaller, lower-level, new attractions that we can bring in, you know, we're primarily a family audience. So it's what do kids want to play on? You know, I've seen some really cool little ride-on Jeeps that we think would work really, really well because we also want to stay true to our ethos. You know, Marwell's built its reputation on our conservation work, our hands-on conservation work in the field, you know, reversing species decline and also around sustainability. So sustainability is really core to our offer.Laura Read: This is not about turning Marwell into a theme park or a water park or anything like that, because the animals are still very much the stars of the show, as is the conservation work. But it's about how we can best utilise our space to provide that density of guest experience. And I think seeing all the things here today. That's where the inspiration comes in.Paul Marden: I think it's really interesting, isn't it? Because when you take your kids to the zoo, you need some space. You need a palate cleanser between the animals, don't you? To give the kids time to burn off some energy, to do something a little bit different. And then they come back re-energised and you're hiding the vegetables. You're teaching them about the conservation efforts and all the really important stuff that you do, but hidden around lots of things that keep them happy and engaged in what's going on.Laura Read: Exactly. The problem with zoos is the animals— they don't care that they're the exhibits.Laura Read: And, you know, we are a primarily outdoor attraction. Extremes of heat, rainy days, animals disappear. We know that. We know that the perennial problem is: I didn't see any animals because we have really, really high animal welfare levels and standards. And if those animals want to go off show and take themselves off to bed or away from the public view, they all can and should and do. So we need something that can keep kids particularly engaged and entertained, hopefully getting across a bit of education and messaging as well at the same time. That's a massive tick in the box. But, you know, it fills in the gaps when those animals just aren't playing ball.Paul Marden: Yeah, absolutely. Andy, what's been the highlight of day three for you, mate?Andy Povey: So I think it's actually talking to Laura.Paul Marden: Such a charmer.Andy Povey: Let me finish. Let me justify. It's really picking up the fact that this isn't just a theme park show. Yeah. There are elements for everything you could possibly do any day out any attraction, even in any shopping centre or any place you go to where there's large crowds of people— so it's all of that kind of stuff. I think is it's refreshing to see it through someone else's eyes, through our conversations.Laura Read: I was going to say, 'I have to say,'  Before I was chief exec at Marwell, I ran a really large, shopping centre like retail, leisure, events, and destination. And I'm amazed that this is not on more commercial real estate people's radar. I look to see if there's anyone from a previous company here, then there isn't on the attendees list. And I'm like, 'Wow,' this is all the stuff that we should have been thinking about five years ago, ten years ago, when we were realising that diversification from a retail point of view is so important because of online shopping. So that's really interesting what you say. It's not just the theme parks.Andy Povey: No, absolutely not. It's all about the day out. And ultimately, that's all. We're all here to do is we work in a fun industry, and fun doesn't have to just be an amusement park.Paul Marden: Yeah, I found it really interesting. Seeing the things that I've seen has stretched my definition of what a visitor attraction actually is, because it is more than just a theme park. As you wander around and you see the different exhibitors, I was expecting to see... The ride designers and some of the really cool tech that I've seen. But there was other stuff that I've seen that I just hadn't expected.Andy Povey: No, I mean, I was chatting yesterday to a guy who supplies park benches and litter bins.  You see them everywhere. Paul Marden: I say the park bench thing. I remember when I was working at the Botanic Gardens in Wales as it was being built, the importance of the park bench and sitting on them. And they were beautiful park benches, but they were also super comfy. The importance of a park bench, like a good toilet, can't be underestimated.Laura Read: You can always tell someone who works in visitor attraction operations, when they go to any other visitor attraction, they take pictures of the bins. I think that is an absolute giveaway. When I go places with my family and the kids are there, taking pictures of animals or taking pictures of each other or whatever they're doing. And I'm there. Oh, I'm just gonna take a picture of that sign. You know, like.Andy Povey: I have another confession to make. I had a conversation with my wife who took the kids to an attraction a couple of weeks ago. And I was most distressed that she hadn't taken a picture of the till for me.Paul Marden: Oh, you would know what the part number and everything about that till, wouldn't you? Such a retail geek.Paul Marden: Laura, thank you so much for joining us on Skip the Queue. It has been delightful. I feel that there might be a full episode coming on, talking about the zoo, if you'll have me.Laura Read: Yes, absolutely. Bring it on. Paul Marden: Oh, wonderful. Thank you so much.Andy Povey: Andy, take me to the airport.Paul Marden: If you enjoyed this episode, please like and comment in your podcast app. It really helps more people to find us. Show notes and links to all our guests this week are available on our website, skipthequeue.fm. It's been a massive team effort to take Skip the Queue to IAAPA. A huge thank you to Emily Burrows and Sami Entwistle, Steve Folland and Wenalyn Dionaldo, Claire Furnival and Andy Povey, as well as Erica Washington-Perry and her team at IAAPA Global Communications.Paul Marden: Next week, we're wrapping up our IAAPA theme, talking to Choni Fernandez, Chief Sustainability Officer at PortAventura Entertainment, and Jakob Wahl, President and CEO of IAAPA. See you then.  The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

Ob Highlander im Hansa-Park oder der mobile Hangover-Tower der Schaustellerfamilie Schneider – Funtime aus Österreich steht für spektakuläre Höhen und technische Raffinesse. In dieser Folge sprechen wir mit General Manager Hannes Lackner über die Entwicklung von Freifalltürmen, die Entstehung des Starflyers und die Herausforderungen beim Bau transportabler Großanlagen. Wir erfahren, wie Funtime weltweit agiert, warum Magnetbremsen für den perfekten Fall sorgen und wieso man beim Aufbau keinen Kran braucht. Außerdem geht's um die Geschichte hinter den ersten Slingshots, die Zusammenarbeit mit australischen Partnern und die Frage, ob man schwindelfrei sein muss, um bei Funtime zu arbeiten. Eine Folge voller Höhen, Tiefgang und Adrenalin – viel Spaß!

In this episode of Skip the Queue, Andy Povey sits down with Jérôme Giacomoni, co-founder and Chairman of AEROPHILE, the world leader in tethered gas balloons and immersive aerial experiences. Jérôme shares the story of how AEROPHILE began with a simple idea, to “make everybody fly” and grew into a global company operating in multiple countries, including France and the U.S.Tune in to hear about the company's signature attractions, including tethered balloon flights, the innovative Aerobar concept, and high-profile projects such as how you can experience flying the Olympic cauldron in Paris. Jérôme also shares how AEROPHILE has leveraged its unique platform to explore scientific initiatives like air-quality and climate-change monitoring and how he Integrates unique revenue streams from sponsorship and advertising.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden, with co host Andy Povey and roving reporter Claire Furnival.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references:  https://www.aerophile.com/https://www.linkedin.com/in/jerome-giacomoni-3074b7/Jérôme Giacomoni is co-founder of Groupe AEROPHILE and Chairman of AEROPHILE SAS. Since 1993, he has led the company to become the world leader in tethered gas balloons and balloon flights, operating iconic sites in France, the U.S., and Cambodia, and flying over 500,000 passengers annually. He also pioneered “flying food-tainment” with the Aerophare and Aerobar. Jérôme is a member of IAAPA, serves on the board of SNELAC, and is a Team France Export ambassador, earning multiple awards for entrepreneurship and innovation. Plus, live from the Day 2 of the IAAPA Expo Europe show floor, we catch up with:Rheanna Sorby –Marketing & Creative Director,  The Seasonal Grouphttps://theseasonalgroup.co.uk/https://www.linkedin.com/in/rheanna-sorby-seasonal/Sohret Pakis – Polin Waterparkshttps://www.polin.com.tr/https://www.linkedin.com/in/sohretpakis/Thomas Collin – Sales Manager, VEX Solutionshttps://www.vex-solutions.com/https://www.linkedin.com/in/thomas-collin-18a476110/Peter Cliff – CEO // Founder, Conductr.https://conductr.com/https://www.linkedin.com/in/peter-cliff/Laura Baxter – Founder, Your CMOhttps://www.linkedin.com/in/laura-baxter-4a756466/Josh Haywood – Resort Director, Crealy Theme Park & Resorthttps://www.crealy.co.uk/https://www.linkedin.com/in/josh-haywood-68463630/ Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about the world's best attractions and the people that work in them. I'm your host Paul Marden, and with my co-host Andy Povey and roving reporter Claire Furnival, we're here at IAAPA Expo Europe. In today's episode, I go on a trip on Santa's Enchanted Elevator with the Seasonal Group, and Claire meets Peter Cliff from Conductr. But before all that, let's head over to Andy.Andy Povey: Good morning, everybody. I'm joined today by Jerome Giacomoni from AEROPHILE for our French listeners. I hope I've got that right. Jerome is the chief exec of AEROPHILE and has been the co-founder and president of AEROPHILE. And AEROPHILE supply helium-based balloon observation opportunities. I probably got the marketing on that completely wrong, Jerome. So please, can you share with our listeners what AEROPHILE is all about?Jerome Giacomoni: So AEROPHILE is a company I created with Mathieu Gobbi, my partner, 32 years ago, with a very simple idea, make everybody fly, you know, and we use a balloon to fly. So we have a tethered balloon. We have a huge, big balloon inflated with helium, a gas lighter than air. And we go up to more or less 150 meters high. up to 30 passengers. So we are linked to the ground with a cable, and the cable is linked to a winch. So you have to imagine that you have a winch that— when we go up—pulls when we go down. This is the exact opposite of an elevator because the balloon wants to go higher and higher. We have a lifting force of four tons.Andy Povey:Wow.Jerome Giacomoni:Yes, it's a big one. And so we need a cable to keep it. And thanks to this lifting force, we can fight against the wind.Jerome Giacomoni: And so the balloon can swing when you have some wind because the balloon is just pulled by the cable itself.Andy Povey: And trust me, listeners, they look absolutely spectacular. Just before we started recording, I was admitting to Jerome that I'm scared of heights. So I've stood and watched. The dining balloon, Futuroscope, never managed to pluck up the courage to try it myself.Jerome Giacomoni: This is another concept, Andy. So we have built two concepts. One is a tethered balloon, a real one with helium, with a cable, with a winch, and we fly by ourselves. The balloon flies by itself, okay? We did another concept 20 years after we created our company, so 10 years before now, in 2013, which is what we call the aero bar. It's a flying bar, and you have an inflatable balloon. to cover the gondola, but it's a fake. This is a real elevator, and you have a gondola with some winches and a metallic structure, and you go up and down. So what you saw in Futuroscope is not a balloon. It's a real elevator.Jerome Giacomoni: And the one you can see in Disneyland Paris, Disney World, Orlando or San Diego Zoo are a real balloon named a tethered balloon. So I'm glad you fell down into the trick. You caught me. Yes, I'm glad about that. But we have really two different concepts.Andy Povey: But the concept, the thing that the guest is experiencing, isn't really related to whether it's a balloon or a lift.Jerome Giacomoni: No. i think it's very different okay i think the aerobar is fun and you have the feet in the sky you feel the thrill of height and everything but you stop at 35 meters it's it's quite high for a ride but it's not a real flight And I think the balloon is a real flight. We have a balloon in Paris. We have a balloon in Budapest, Berlin. And you see the city from the sky at 150 meters high, which is very high. So you really experience a flight. With the aerobar, you have a ride, okay? So both of them are related to the sky, are related to the view, but one is really a flight, the other one is really a ride.Andy Povey: That makes absolute sense.Andy Povey: It doesn't reassure me on my fear of heights anymore, that I would like to go up three times, four times taller, higher than the one I saw first. Very interesting. So, listeners, we're often talking about technology and attractions. There's a huge amount of talk about augmented reality, about AI, about motion simulators. The reason, Jerome, we asked you to come and talk to us is because you don't do any of that. No—your experience is fantastic and it's new and it's unique, but there's no technology or very little obvious technology.Jerome Giacomoni: Yes, quite little. You know, it's amazing because we do this for now 32 years, as I told you. The first balloon was inflated in 1994. We have sold 120 balloons in more than 40 countries. And each time with the balloon, you have a magical effect, you know, because the balloon itself is very nice— because the balloon itself is a show from people looking at it from the ground. And because... The flight experience is amazing because you are really in the sky. You are really looking at the ground, at the landscape. You have no noise, you know, when you take a helicopter or plane. You have a lot of noise. You are in an enclosed airplane or helicopter. Here you are outside. You are on a balcony flying at 150 meters. And wherever we are, always we have like a magical effect of the flight. And with the flying bar, we decided to do something different— where we say, 'Why drink on ground where you can drink in the sky?'Jerome Giacomoni: So we add the drink to the ride, you know. So you are on a table and you have what we say in French conviviality. So we share a drink. We go at 35 meters and you have the thrill of the view of the height and also the conviviality of drinking. So this is another concept, but both of them are universal. And wherever we do it, we have sold 20 aero bars worldwide.Jerome Giacomoni: Everybody is very happy to have this kind of ride. I would say we are on the side of the main market. You know, we have two niche products. The balloon is a niche product. And the AeroBar is a niche product where we have another experience than a normal ride, like a roller coaster or a flume or a spinning coaster.Andy Povey: You say you're a nice product, but the balloon in Paris for the Olympics, where you lifted the cauldron, had phenomenal numbers of visitors watching. That wasn't something you could go on.Jerome Giacomoni: Yes, it was an amazing opportunity. You know, sometimes life gives you some presents.Jerome Giacomoni: And imagine that we were contacted by the Olympic Organisation Committee one day, and we believed it was a joke. And they said, 'We need to talk to you.' And then we discovered that instead of flying humans, they asked us to fly a cauldron. So the Olympic cauldron. And we have like one year and a half of design and manufacturing.Jerome Giacomoni: And then, at 11 pm, 25, the balloon has to fly in front of everybody. I can tell you it was a very stressful time. But so nice and so amazing to have experiences. So, yes, the balloon suddenly was visible by everybody. And that's back now in Paris, isn't it? Yes. First of all, the balloon has to stay only twice— 15 days. You know, you have the Olympics and the Paralympics. So we were open only 30 days in total. And the success was so huge that every night, you have dozens of thousands of people coming to look at it. That's why the mayor of Paris and the French president decided to keep it.Jerome Giacomoni: And just after the deflation of the balloon, they call us back and say, 'Jerome and Mathieu, we would like to have the balloon back.' So we work again with the city of Paris and the French presidency, and we agreed to put the balloon.Jerome Giacomoni: Three times, three months. So from June 21st, in France, this is a music event, you know, the Day of Music. To September 14th, which is a day of sport. So every year until the Olympic game of LA, we will operate the balloon for three months in the summertime. Fantastic.Andy Povey: So, Jerome, you operate in lots and lots of different countries all over the world. I think it's 14 countries that you've been.Jerome Giacomoni: No, we sold, but we operate only in the US and in France.Andy Povey: Ah, okay. Interesting.Jerome Giacomoni: We own ourselves, we operate ourselves, six balloons in the 120 we have sold. So we operate three in Paris region. One, the Parc André Citroën, where we have the Generali balloon since 1999. One in Disneyland Paris since 2005. So we are in Disneyland Paris for now 20 years. Time is flying. And the last one, the Cold Run, which is a very specific event that we operate now for one year and for the next two years. And in the US, we operate Disney World Orlando in Disney Spring since 2009, and San Diego Zoo Safari Park since 2005, and Irvine. South of LA since 2007. So we operate now six balloons for a long, long time, except the cold run. And we keep selling balloons.Jerome Giacomoni: We sell more or less five to six balloons every year.Andy Povey: And how do you find the differences between the French culture and you're on either side of America, so the differences between the different coasts of America and France?Jerome Giacomoni: Yes, we... We are in the US, but we are also in Mexico, in a lot of countries in Asia. In the Middle East, we have a beautiful balloon in Dubai. We have a beautiful balloon in Seoul. So we work a lot with very different cultures. You know, it's very interesting to sell the same product to different cultures. So I would say... The main difference probably lies in the contract. It's very funny when you make the contract. I would say a 'yes' is not the same 'yes' depending on the culture. But everybody is, you know, you... You love people when you work worldwide. You learn a lot, you discover a lot. You have to learn with different cultures. And I have the chance in my professional life to experience that and to meet people from all over the world. And, you know, my job is to go on site, and discuss with someone, and see if it's possible or not to have a balloon at this place.Jerome Giacomoni: So it's always a beautiful job because I travel in a lot of countries in beautiful spots.Jerome Giacomoni: We don't succeed a lot because, if not, I would have sold thousands of balloons. We have always constraints with local authority, with food traffic, etc. But always, it's a pleasure to meet people. And once... The balloon is accepted by the local authority when the customer has a finance for it. Then start more or less a one-year work together between installation, work on site, inflation, and training of the team. And after... They fly with their own wings, even if we have no wings with our balloons.Andy Povey: Very good. And I imagine that you don't put balloons into ugly places.Jerome Giacomoni: We did, sometimes for specific contracts. Ugly, I won't use this name, but not very obvious, logical site. But it has happened. Sometimes we do for small events or for specific needs.Jerome Giacomoni: But yes, most of the time, the sites are very interesting.Andy Povey: So there are other things you're doing with the balloons. So the air quality messaging that you have above Paris. Tell us more about your opportunities to influence in other areas.Jerome Giacomoni: Yes, you know, the balloon is not only a ride, a passenger ride, but it's also an amazing opportunity for communication and for advertisement. So in the city center, like Paris, Berlin, or Seoul, the balloon is used also as a giant advertising billboard. So you have two revenues. You have the revenue of the passenger, but you have also the sponsor revenue.Jerome Giacomoni: When we started the balloon in Paris, it was extremely difficult to get the authorisation to have a balloon in Paris centre. We are two kilometres south of the Eiffel Tower. But you remember, we had the famous Millennium, the Y2K. uh and and so the mayor faris was looking for a new idea and we propose a balloon And they gave us only a one year and a half contract. And the investment was quite huge. And we told him, OK, we can do it, but we cannot do it for only one year and a half. Except if you accept that we have a name on the balloon, a naming and a sponsor on the balloon. And the mayor say yes. And we start another business where we put sponsor on the balloon. And this is a very good business because it makes a... activity immediately profitable so we did that in Paris in 1999 and in 2008 the balloon was like 10 years old because when you fly you have your the balloon is huge we talk about a 32 meters high balloon we talk about like a 12-story building.Jerome Giacomoni: So everybody knows the balloon in Paris. Everybody can see it. And so, when we fly, we have 400,000 people who immediately see us. So we decided to give citizen aspect. And we start— pour changer le couleur de la balle selon la qualité de l'air. C'était en 2008. Et parce que nous l'avons fait, nous avons des scientifiques... coming to us and say, 'Hey, this balloon is a wonderful platform to measure air quality because you make like a carrot of the air from zero to 150 meters. Jerome Giacomoni:  Can we bring some scientist instrument on the gondola? And we say yes. And then we start to make science. And then we start to make scientific publications, scientific publications. And then we start a new business where the balloon is not only a tethered gas balloon for passenger, it's only... advertising billboard and now it's only a scientific platform and so this is very interesting and the last things we have done in 2024 no this year in 2025 is to use the balloon for global climate change. As you know, we have two main gas pollutants for the climate change, CO2 and CH4. And the balloon is a perfect platform to measure evolution on CO2 and CH4. So we are working with a European group named ICOS. gathering all the best laboratories in Europe, who are making a huge study on how CO2 and CH4 how they are in each city.Jerome Giacomoni: And Paris has been chosen as a pilot city. So we are very glad to work with them. And so now the Balloon is also working on climate change. And we will have big, big, big LED screen. So we make some technology sometime, as you said, to inform people on the temperature elevation in Europe and in the world. And the news are very bad, as everybody knows.Andy Povey: But that's fascinating. I love the integration you've been able to take from this unique proposition and apply it to different markets, different problems.Jerome Giacomoni: You know, Andy, I think we have to exit from the box. My message to... all people who are listening to us.Jerome Giacomoni: Okay, passenger rides is very important. It's a key market for many of us. But sometimes we can use... another way to find new flow of revenue, like advertising, and we can be also helpful to our other citizens, like working freely for scientists to make measurements on pollutants of the air. This helps with both air quality and also climate change.Andy Povey: It's a beautiful concept, Jerome. I love it. Love it.Andy Povey: So, final question. Your experiences are obviously very unique. What advice would you have for a venue and possibly a smaller venue that doesn't have the resources to be able to build something 150 metres high or put something 150 metres into the air? What advice would you give them on how to make a compelling experience for visitors?Jerome Giacomoni: I really believe that you have to stick on your roots, okay? I mean that people want authenticity.Jerome Giacomoni: And as you know, we are very keen on balloons, as you can imagine. So we make in our, you know, Paris, it's in Paris where you have the first flight. Yeah. In 1783. Montgolfier, brothers. Yes, with the Montgolfier brothers, with Charles, the scientist. So we really stick on our roots. And I think where you are in Brittany, where you are in Japan, you have to follow your own road and your own path. By feeling what could be the good idea, but also what is your feeling inside you. You need to have something different that you feel very confident with.Andy Povey: Beautiful final thought, Jerome, I like it a lot. So listeners, stay authentic and be passionate.Jerome Giacomoni: Exactly, the right word is passionate.Paul Marden: Next up, let's get some soundbites from the show floor.Rheanna  Sorby: My name's Rheanna. I'm Marketing and Creative Director for the Seasonal Group. We are curators of Christmas magic all year round. Wow, wow.Paul Marden: So you make Christmas special?Rheanna  Sorby: We're the Christmas elves.Paul Marden: Awesome, awesome. I can see you've got such a great set of stands. What have you got here that you're exhibiting for the first time?Rheanna  Sorby: We have Santa's Enchanted Express, which is a three-minute experience that transports customers and guests from a very festive train station to the North Pole in just under three minutes. So it's quite a Christmas miracle. And it also transports on nine pallets. So it's a great return on investment for customers there if it's 24 people on. We also have our elevator experience, which went viral last year. And then we have VR, animatronics, and a lot of our famous items, like the snowman here, just dressed as a little, it's some sort of operator.Paul Marden: Yeah, yeah, yeah, absolutely. So we don't have a lot of luck with lifts at the moment because the team got stuck in a lift yesterday for about 45 minutes. Stop it. We got rescued by the... Well, I didn't get in the lift. I walked because there wasn't enough room. But two of them had to be rescued by the fire brigadeRheanna  Sorby: Okay, so this might be triggering. Well, you know.Paul Marden: Oh, no, I found it hilarious.Paul Marden: I was hugely supportive on the outside, yelling into them.Paul Marden: But Santa won't let me get stuck in a lift today, will he? Absolutely not.Rheanna  Sorby: No, there's an emergency exit. Excellent.Paul Marden: So what's new and innovative then about the Santa Express? What are you bringing to market?Rheanna  Sorby: So a lot of our clients, we sell business to business. They're struggling to get people into shopping centres and we're finding that we need to create retail theatre. So that is something I see as a massive trend moving forward. People want nostalgia. They want an experience, something memorable. But also our customers need a way to return investment as well. So they hopefully will spend something with us and then ticket the experience. So that's something that we're pivoting our business towards. Trying to create a brand new experience every year. A lot of people are struggling nowadays, cost of living.Paul Marden: Yeah, absolutely.Rheanna  Sorby: It's difficult, so we're trying to find a way that brings the Christmas magic to people's doors.Paul Marden: We are, where are we at the moment? We're in September, so we've still got a couple of months left before Christmas 2025, but that must be over for you.Rheanna  Sorby: No, the quality of the street is on the shelves. It's already happening. The install season starts literally on Monday for us. Really? Yes. When we get back, we land and then we start installing.Paul Marden: And so this is the busy time. So let's talk about Christmas 2026. What are the trends that you see coming along at that point?Rheanna  Sorby: Whimsical, whimsical. So we've got Wicked number two coming out. And we've also had all like the Whoville, that sort of style, the Grinch. So imagine pastels, furry trees, things that don't quite make sense, a lot of whimsical wonderland, I would say, trend-wise. But equally immersive experiences and how we can bring magic to you.Paul Marden: Wonderful, wonderful. Thank you ever so much. Rheanna, it's been lovely to meet you. Thank you for coming on the podcast. And let's go and visit Santa in his lift, shall we? Yeah, excellent.Paul Marden: And here it is. So we are surrounded by suites in an old-fashioned lift. And there's our doors closed.Paul Marden: Oh, how amazing is this? We're going up.Paul Marden: Ice like Charlie and the Chocolate Factory. The Great Glass Elevator. This is amazing. We're up over the clouds. Just stunning. There's a train there. I think we're going to follow into the tunnel after the train. Yes.Paul Marden: Got cold, now we're underground. Now we're in the tunnel.Paul Marden: And I think this might be Santa's factory.Paul Marden: Let's get ready.Paul Marden: Merry Christmas. The big man's chair as well. Can I take a seat in the big man's chair? Ho, ho, ho.Sohret Pakis: Hi, Paul. My name is Shorhet Pakis. I'm the brand ambassador for Polin Waterparks.Paul Marden: What are you launching this year at IAAPA? What's new for you?Sohret Pakis:Last year, we have won two big awards for a themed water slide, which is... Stingray it was in Nantes in France and it was something big because you know it was like Europeans best water slide number one and I have a brass ring award winner about two million number one but last night in Porta Ventura Stingray has won the second time best water slide of Europe award. But we have something new about it. Last year when I was telling about Stingray, it was an eight-person slide. This year we have something new. Now the capacity went up to 10, especially when we're talking about all these queue management issues. So that's something wonderful. And also, you ask, what is new? This year, we have something very exciting. A parrot-themed stingray. It's the same slide, but it's parrot-themed.Sohret Pakis: It's coming to Dubai by January. It's going to be open.Paul Marden: So can I ask you, what makes that innovative? What's new about that?Sohret Pakis: Actually, it's a very specifically themed waterslide. You know that POLIN has been pioneer in RTM manufacturing and U-texture. It's kind of a composite material technology which we can make waterslides look.  Look like a character, actually. We are the company who did this first because we said that storytelling is very important. Yes, but you know, slides are just slides. So we just wanted the slides look like the characters in that story. Of course, behind that, there is huge material technology, composites technology, design technologies. Actually, that's the time when we introduced King Cobra years ago. And now with Stingray, we took it much further. So actually, the team looks perfectly like a Stingray, but at the same time, it's a water slide with so many features. It has two big towers and between the towers, there's a bridge. From each tower, two slides start with a very special mist roofing and very special bridge where you can just see what's happening all over the slide.Paul Marden: So the queuing experience is enriched so it doesn't feel quite so long and boring because you can watch what everyone is doing.Sohret Pakis: It is, yes.Paul Marden: Super impressive. So we have been asking everybody to think about what are their predictions for 2026?Sohret Pakis: Everybody is talking about AI. Everybody is talking about immersive. So AI, of course, will make a huge difference in operation, especially.Paul Marden: In what way?Sohret Pakis: Actually, in guest satisfaction, because personalisation is very important in our industry. Whoever comes to the park, they are the heroes at the park. And so actually, if the park can make them feel that they are the heroes, truly— if that's their birthday, if that's their wedding anniversary, so whatever. If the park can make you feel that you're special, and thanks to technology, now it's possible.Paul Marden: Absolutely. That's so interesting. Thank you so much for your insights and for joining us on Skip the Queue. Thank you.Thomas Collin: I'm Thomas, I'm from VEX Solutions, so we are a VR company at the start, and now we're going to the arcade with mixed reality as well. Okay, so that's a nice link. What are you launching here at IAFA? So here for the first time we are introducing VEX Party Dash. The Party Dash is a mixed reality arcade machine. So automated, people can go on it, play on it. You have two huge screens that are really highly interactive. You can walk on the screen, you can touch the screen. The goal is really to make you moving. So that's what we want to do with the Dash.Paul Marden: That's amazing, isn't it? So we're watching people at the moment. You can see lights up on the floor that they're stepping on and on the wall.Thomas Collin: What is really the key aspect of this product is that it's highly attractive. People, they just go around, they stop by it, they want to try it. Actually, we can say, 'Hey, come and try it,' because we watch you, we see you. So we can say, 'Hey, come and try it.' And people stop by, they play it. It's highly immersive, but also highly active. Yes. You're just not standing on an arcade, sitting down. No, you're really moving around. So, this is really good for kids and families. Absolutely. That's what we see.Paul Marden: So, where do you see this being used? What sort of attractions will take this?Thomas Collin: Actually, with this product, it can go either in the attraction side or either at the arcade side. So, you can play it as one game, and you can play a three-minute game like an arcade, or you can actually book for 15 minutes. Since there is not a single game, but multiple games, you can play different games, you can play different levels inside the main gate. So you have a high replayability. Because we want you to come back, we want to attract the gamers, and then make them come back.Paul Marden: 15 minutes with this much activity sounds like quite a tall order. It's a workout.Thomas Collin: It's a workout. It's a workout. Yeah, yeah, yeah.Peter Cliff: Hi, my name is Pete Cliff. I'm from Conductr. We're here in Barcelona and it's so exciting to be back at IAAPA. Now, what we're super excited about this year is talking about our collaboration with Norwegian Cruise Lines on Great Stirrup Cay. It's their new water park. It's a great project. We're excited to talk to people about it. It's also lovely to be back in Barcelona. It's been, I think, about six years since we were last back here, and it's always one of my favourite European cities for IAPA. It's great to meet with people from the industry, reconnect with old colleagues and friends, and really see what's happening. There's a huge amount of innovation and special projects that are launching all over the show floor. So yeah, great to be back, and can't wait to see what the future of the themed entertainment industry has to offer.Laura Baxter: My name is Laura Baxter. You may know me as the girl with the purple jumpsuit on LinkedIn. I am the head of marketing for Black Gang Shine, but have most recently just announced that I've gone into freelancing and I've launched your CMO.Paul Marden: And I have to say, the jumpsuits work because I was about 50 metres behind you earlier on and I spotted the Your CMO logo on the back of the jumpsuit, so well done for that. We've talked to a lot of suppliers with stands that are exhibiting. From your perspective, this is your first time stepping over to the dark side and coming to an IAPA. What's the experience like for you? What are you here to get out of the show?Laura Baxter: I'd say it's twofold. Mainly it is for networking. Obviously anybody who's anyone in the industry is here. But also, it's inspiration because I want to be able to talk about new and exciting stuff with... Potential clients that I may have and ideas still for Black Gang as well. So, when you walk around show floor, which is just so vibrant and there's so much going on everywhere—you turn, you can draw inspiration from so many of the suppliers here.Paul Marden: What have you seen that's innovative?Laura Baxter: There's a huge amount of stuff being done with tech and it's very interesting because I think that's where a lot of people are going to think that they need to go, because that's the way of the world now, and the next generation don't know life off of a screen and they're expecting to have these incredible digital experiences.Laura Baxter: I'm not convinced that is the way to go. But yes, it's still impressive tech. So for me, there are things that I stand back out and look at and I'm like, 'Whoa, that's really, really cool.'Laura Baxter: I'm not so sure it's potentially what consumers want, though, controversially.Paul Marden: It's really hard, isn't it? Because as a parent of young kids, you want them off the tech as much as you possibly can. But you need a hook. To be able to attract them, don't you? So there's been some amazing stuff here that bridges that gap between the real world and the tech world. So, summer season 2025 is over. What are your predictions about summer 26 and what operators should be thinking about right now?Laura Baxter: It's a really tough market, we all know that. Budgets are tight for households, so there is an awful lot more thought going into their spending and what they're doing and where they're choosing to take that little bit of disposable money that they do have. Therefore actually I don't think next year operators should be thinking about huge innovations or new attractions. I think they need to strip back to basics and nail their customer service. I think guest expectations now are so high. because they're parting with money that is a little bit more precious to them than perhaps if they don't leave at the end of that day having had a good experience they feel ripped off they're going to go straight to review platforms they're going to let it all out and actually you need to be focusing on making sure that every single touch point with that customer is bang on and we're talking pre-visit as well from the your website journey to buying it to the follow-up emails to the pre-visit emails to that first person they meet on front of house to the ride operators to the events team if you have that kind of entertainment on park if you are not nailing your experienceLaura Baxter: You are going to lose out well.Paul Marden: I think we should end it right there. That there is a nugget of gold.Paul Marden: So I am here with co-host Andy Povey and our good friend Josh Haywood from Crealy down in Devon.Josh Haywood: Hello.Paul Marden: It's the end of day two. What have you seen, Josh? What's blown your socks off?Josh Haywood: Good couple of days so far. We're probably into 40,000 steps, which is great. I think technology is the thing that struck me this week so far. Just the small changes that some of the operators and some of the manufacturers are putting into their existing kits. So, for example, I attended a seminar this morning about bowling. and normally temping bowling is temping bowling. Yeah, yeah, yeah. But now there's augmented reality, and they've got features on the lanes, and it's not about just taking all the pins down, it's taking pin one and six out, and all those things they're trying to do to reinvent older, more traditional attractions, which I think I find really interesting. Yeah. I think some of the seasonality stuff, the Christmas and Halloween stuff has been really good. We sat on a train and went on a journey and the seats rumbled and the sound and the visual effects, they were great.Paul Marden: I saw that. There was no room for me to go and sit on that train. It was amazing.Josh Haywood: I thought that was really good. And, you know, I've been really impressed with generally the show. I think you can get around it all as well. It feels really friendly. I think the sun shining always helps as well. It's not too tough, is it?Paul Marden: I mean, the last time we were in Barcelona, we were all wearing face masks. Absolutely, yes. So it's really refreshing to be back here. And not have that.Josh Haywood: Absolutely. And not have to queue to get in as well. I think that was interesting on the first day.Paul Marden: Oh, did they see you and then just wave you through?Josh Haywood: Red carpet was up for, of course, award-winning theme park and resort. Paul Marden: Mr. Hayward. Did you say award? Winnie and obviously you're on the back of your two awards in the theme park awards last week. How was that? And then we've got some really exciting news from Creeley.Josh Haywood: I saw it at the press this morning. Yes, so a couple of things happened last week. So first of all, we had our anniversary 25 years of Maximus the Coaster. The Vekoma Coaster, 25 years. The first coaster in Devon. It was Devon's first coaster, over half a million riders later. It's done 2 million miles around the track. It's great. So we did a sort of event for that, and we used it to sort of make some announcements about future attractions, which I'll tell you about in a minute. But then we went to the Theme Park Awards last week at Wickste Park, where... We've been the recipients of a few bronze and silvers, and we go being little old us and hope for the best. And then the award I really wanted to win was one of two: the best for families and the best for value. And when the family award came up, they said, 'In bronze is such and such, in silver.' And I was like, 'Well, there you go.' That's all that's left for another year. And then when they said the win at gold was cruelly for best for families, we were delighted. I got a bit emotional about it. I think we would just work so hard over the years to be the best in the Southwest, certainly. And certainly since we put Sootyland in as well. We won the award for Toddlers.Josh Haywood: So it was a double wham. And within 10 minutes as well. It wasn't separated. Within 10 minutes, I just got my breath back from the first one. And then we were up on stage again taking that second award. Oh, it's tough, isn't it? Which was great, yeah. Multi-award winning. Multi-award winning theme parking resort. Devon's finest. Most right in Devon. We're just going to... absolutely bleep the hell out of this for the next 12 months because who knows we may not win it again so we'll just shout from the treetops about this and then we also won thanks to martin rose and rose events uh silver for best entertainment event for the city show It's still very popular, the legacy brand. People love the Sooty show. And as I said at the awards, we sell loads of those puppets. People love a Sooty and a Sweep. So it's been a really good collaboration for us.Paul Marden: We were at our first away day for our Merak team back a few months ago down at Creeley, and I found a little sooty puppet underneath the lectern. I was absolutely chuffed to bits. And there he was, just sitting at the front of the away day, watching everything going on with Sue next to him.Josh Haywood: He's still popular. We understood when we put Cityland in, it wasn't going to be Peppa Pig. world and we didn't think for a minute we'd even sort of get to those heights of Thomas Land at Drayton Manor but it certainly hit a chord with the older market certainly the nannies and the granddads who remember such from when they were kids and you know it's a legacy brand and it works but what we have done really well is sort of corner that market for younger children and toddlers and we Sort of took some comments over the last 12 to 18 months that we may be missing the mark when it comes to the 8 to 12-year-olds, which we were pretty good at five or six years ago. So we've decided this year that we're going to invest in some thrill attractions. So we've just launched news that we've got two new rides going in next year. One, I can't tell you exactly because we're still going under. Got some planning issues, but we're going to have the Southwest tallest ride and the Southwest first inverted ride. So a multi-million pound investment going in and hopefully that will give us another boost that we need to kick on again. We've still got new accommodation going in. We'll still be doing new events and shows for next year.Josh Haywood: So it's going to be a bumper year for Crealy. Absolutely.  I really look forward to that.Paul Marden: I look forward to you being on the launch ride.Paul Marden: Me down on the ground watching and videoing.Josh Haywood: What they have said, which is really interesting, we spoke to an operator, there's only one other ride like it in the UK, and that operator said, whatever you do, make sure when you put the ride in, you fit a hose pipe and a tap right in. Because you may be washing the seats down more than you would usually on your current ride. So, yeah, it certainly will add that next level of ride experience to our family market.Paul Marden: Yeah, I think that's super important, isn't it? Mr. Povey, what have you seen today that has blown your socks off?Andy Povey: I'm really looking for the place to go and get some more soft, comfortable socks. I've walked so much. I've stood around and listened to so many fantastic talks, had so many brilliant conversations. I'm done. My feet hurt. I need to sit down and have a beer.Paul Marden: Well, I hate to break it to you, but there's another day left. And there's still more interviews to do. Still more opportunities for us to get some interesting stories on Skip the Queue.Andy Povey: Look forward to that.Paul Marden: Gentlemen, I think we're about done. So thank you ever so much. It has been a joy. And Mr. Povey, see you back here tomorrow. Josh, wonderful as always.Josh Haywood: Maybe see you at OrlandoPaul Marden: Oh. Absolutely, yeah.Josh Haywood: We'll do it againPaul Marden: Thanks for listening to today's episode. If you liked it, leave a comment in Spotify or Apple Podcasts. If you didn't, let us know on hello@skipthequeue.fm. Today's episode was a team effort for Sami and Emily from Plaster, Steve from Folland Co., as well as Claire and Wenalyn from Skip the Queue HQ. We're back again tomorrow for more fun from IAAPA, including Andreas Andersen from Liseberg, one of Scandinavia's most visited parks. See you all tomorrow. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

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In this episode of Skip the Queue, host Paul Marden speaks with Andy Hadden, founder of the Lost Shore Surf Resort in Scotland. Andy shares the remarkable journey from his sporting background and early property career to discovering wave technology in the Basque Country, which inspired him to bring inland surfing to Scotland. Despite starting with no money and no land, Andy raised over £100 million and built one of the world's most advanced inland surf destinations. He explains how Lost Shore Surf Resort combines world-class waves with a strong community focus, sustainability initiatives, and partnerships with schools and universities to deliver real social and economic impact.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden, with co host Andy Povey and roving reporter Claire Furnival.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn. Show references:  Lost Shore Surf Resort website: https://www.lostshore.com/Andy Hadded on LinkedIn: https://www.linkedin.com/in/andy-hadden-94989a67/Andy Hadden is the founder of Lost Shore Surf Resort, Scotland's first inland surf destination and home to Europe's largest wave pool. Opened in November 2024 near Edinburgh, Lost Shore is the country's largest sports infrastructure project since the Commonwealth Games and now attracts a truly international audience of surfers, families, and brands. With a background in insolvency and investment surveying, Andy led the venture from concept to completion - securing major institutional backing and building a multidisciplinary team to deliver a world-class destination. Long before 'ESG' was a buzzword, he embedded environmental and social value into Lost Shore's DNA, helping set new benchmarks for responsible development. As home to the Surf Lab with Edinburgh Napier University, Lost Shore also serves as a global hub for performance, product R&D, and surf therapy. Live from the show floor, we'll also be joined by:Bakit Baydaliev, CEO/ Cofounder of DOF Roboticshttps://dofrobotics.com/https://www.linkedin.com/in/bakitbaydaliev/Hamza Saber, Expert Engineer at TÜV SÜDhttps://www.tuvsud.com/enhttps://www.linkedin.com/in/hamzasaber/David Jungmann, Director of Business Development at Accessohttps://www.accesso.com/https://www.linkedin.com/in/davidjungmann/Kristof Van Hove, Tomorrowlandhttps://www.tomorrowland.com/home/https://www.linkedin.com/in/kristof-van-hove-2ba3b953/ Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about attractions and the amazing people who work with them. I'm your host, Paul Marden, and with my co-host Andy Povey and roving reporter Claire Furnival, we're coming to you from IAAPA Expo Europe. This is the first of three episodes from the show floor that will come to you over the next three days. Firstly, I'm joined today by Andy Hadden, the founder of Lost Shores Surf Resort.Paul Marden: Andy, tell us a little bit about your journey. You've opened this amazing attraction up there in Scotland where I was on holiday a couple of weeks ago. Tell us a little bit about that attraction. Why this and why in Scotland?Andy Hadden: Well, I grew up locally and I came from more of a sporting family than so much of a business family. My father was the international rugby coach for a while and I played a lot of sport. Paul Marden: Oh, really? Andy Hadden: Yeah, yeah. So we always had this thing about there wasn't enough facilities here in Scotland because Scotland is a place which doesn't necessarily have all the resources and the access to funds and everything else like that. But one thing we noted with, you know, if you created facilities, whether they be good tennis facilities, good 4G football pitches, whatever it was. It allowed the environment around it to prosper, the communities around it to prosper. And, of course, I was a charter surveyor by trade, so I worked in insolvency and then in investment. So I sold two sites to that market. Andy Hadden: But I always surfed. I always surfed. So whilst I was down in Birmingham in England, when I actually got an email in 2012 talking about some, you know, some surfy thing that might have been happening in Bristol, I called the head of destination consulting up and I said, 'this sounds like nonsense, to be honest', because I surf and you can't really be talking about real surfing waves here. It's got to be something, you know, different. He said, 'No, no, there's these guys in the Basque country.' So I took a flight over there and that day changed everything for me. Paul Marden: So what was it that you saw? Andy Hadden: I went to see what was back then a secret test facility in the mountains of the Basque Country. It was very cloak and dagger. I had to follow the guide and give me the email address. I found this all very exciting. When I went and actually saw this facility, I realised that for the decade before that, there'd been all these amazing minds, engineers and surfers working on what they believed could be, you know, a big future of not just the inland surfing movement that's now burgeoning into a multi-billion dollar global movement, but it could really affect surfing. And if it was going to affect surfing as a sport, and it's now an Olympic sport because of these facilities, they wanted to make sure that it was a very accessible piece of kit. So surfing, it could affect surfing if ran by the right people in the right ways and really communicate that stoke of the sport to the masses.Paul Marden: So what is it that you've built in Edinburgh then? Tell me a little bit about it.Andy Hadden: So we've delivered a wave garden cove, which is a 52-module wave garden, which is about the size of three football pitches, and it can run hundreds of waves an hour, touch of a button and it can run in skiing parlance anything from green runs right through to sort of black powder runs. And the beauty of it is you can have people that are the better surfers out the back and just like at the beach at the front you've got their kids and learning how to surf on the white water. So we're finding it to be a really amazing experience— not just for surfers who are obviously flocking to us, but already here in Scotland, eight months in, tens of thousands of new surfers are all coming back and just going, 'Wow, we've got this thing on our doorstep.' This is blowing our minds, you know. Paul Marden: Wowzers, wowzers. Look, I'm guessing that the infrastructure and the technology that you need to be able to create this kind of inland wave centre is key to what you're doing. That you've got to access some funds, I guess, to be able to do this. This is not a cheap thing for you to be able to put together, surely.Andy Hadden: Yeah, correct. I mean, you know, I have questioned my own sanity at times. But when I started 10 years ago, I had no money and no land. But I did have some property expertise and I wanted to do it in Edinburgh, a close-up place that I cared about. So we have excellent networks. For a few years, you know. Whilst we've ended up raising over  £100 million in structured finance from a standing start, it took me a couple of years just to raise £40,000. And then I used that to do some quite bizarre things like flying everyone that I cared about, you know, whether they were from the surf community or... Community stakeholders, politicians, and everyone over to the test facility to see themselves— what I could see to sort of—well, is it? Am I just getting carried away here? Or is there something in this? And then, on top of that, you know, we sponsored the world's first PhD in surf therapy with that first $5,000. So now we have a doctor in surf therapy who now takes me around the world to California and all these places. How does business actually really genuinely care about, you know, giving back? And I'm like, yeah, because we said we're going to do this once.Andy Hadden: We got to do it right. And it took us a decade. But yeah, we raised the money and we're very happy to be open.Paul Marden: So I mentioned a minute ago, I was holidaying in Scotland. I bookended Edinburgh— both sides of the holiday. And then I was in Sky for a few days as well. There's something about Edinburgh at the moment. There is a real energy. Coming up as a tourist, there was way too much for me to be able to do. It seems to be a real destination at the moment for people.Andy Hadden: Yeah, well, I think, coming from the background I came from, if I knew I was going to deliver a surfing park in the edge of Edinburgh, I then wanted to do it in the least risky way possible. So to do that, I felt land ownership was key and three business plans was also very key. Edinburgh's in need of accommodation regardless, and Edinburgh's also in need of good places, a good F&B for friends and family just to go and hang out on the weekends. And then, of course, you have the surfing, and we've got a big wellness aspect too. We also sit next to Europe's largest indoor climbing arena. And we're obviously very well connected in the centre of Scotland to both Edinburgh and Scotland. So, so many things to do. So, yeah, I mean, the Scottish tourism landscape has always been good, but it's just getting better and better as we see this as a future-proof marketplace up here. You know, we're not building ships anymore.Andy Hadden: Well, in fact, we got a contract the other week to build one, so maybe that's wrong. But the point is, we see it as a very future-proof place because the Americans are flagging, the Europeans are flagging, and they just want to feel like they're part of something very Scottish. And that's what we've tried to do in our own special way.Paul Marden: And when you think of coming to Scotland, of course, you think about surfing, don't you? Andy Hadden: Yes, who knows. Paul Marden: Exactly, exactly. Look, you had some recent high-profile support from Jason Connery, the son of the late James Bond actor Sean Connery. How did that come about?Andy Hadden: Well, I think we've got, there's a real Scottish spirit of entrepreneurialism that goes back, you know, probably right the way through to the Enlightenment where, you know, I'm sure. I'm sure a lot of you know how many inventions came from Scotland. And this is, you know, televisions, telephones, penicillin. I mean, just the list goes on.Andy Hadden: Of course, you know, that was a long, long time ago, but we still feel a lot of pride in that. But there seems to be a lot of people who've had success in our country, like someone like Sir Sean Connery. These guys are still very proud of that. So when they see something— very entrepreneurial— where we're using a lot of local businesses to create something bigger than the sum of its parts. And to do it truly— not just to be a profitable private business, which is what it is, but to give back 18 million into local economy every year, to work with schools in terms of getting into curriculums. We've got Surf Lab. We work with universities, charities, and so on. They really want to support this stuff. So we have over 50 shareholders, and they've each invested probably for slightly different reasons. They all have to know that their money is a good bet, but I think they all want to feel like they're part of creating a recipe. For a surf resort, which we believe there'll be hundreds of around the world in the next few years. And we can create that recipe here in Scotland. That's hopefully another example of Scottish innovation and entrepreneurialism.Paul Marden: So you've got the test bed that happened in the Basque Country. You've got Scotland now. Are there surf resorts like this elsewhere in the world?Andy Hadden: Yeah, there are eight other open in the world. There's actually, there's various technologies. So there's about 25 different surf parks open at the moment. But there's... doesn't under construction. Pharrell Williams has just opened one in Virginia Beach a few weeks ago there in America. And what the equity, I think, is looking at quite rightly, the big equity, you know, the type that go right, if this really is a, you know, kind of top golfing steroids in that property developers can look at them as.Andy Hadden: You know, excellent ways to get through their more standardised property place, residential, office, industrial. Usually they have to do that in a kind of loss-leading way. But if you look at this as a leisure attraction, which councils and cities actually want because of the benefits, and it makes you money, and it increases the prices of your residential around it. I think developers are starting to realise there's a sweet spot there. So the equity, the big equity, I think, is about to drop in this market over the next couple of years. And it's just waiting for the data set to enable them to do that.Paul Marden: Wow. I guess there's an environmental impact to the work that you do, trying to create any big... a big project like this is going to have some sort of environmental impact. You've put in place an environmental sustainability strategy before it was mainstream as it is now. Tell us some of the things that you've put in place to try to address that environmental impact of what you're doing.Andy Hadden: Well, we're in a disused quarry. So it was a brownfield site. So already just by building on it and creating an immunity, we're also adding to the biodiversity of that site. And we're obviously there's no escaping the fact that we're a user of energy. There's just no escaping that. So the reality is we've got as much sustainable energy use as we can from air source heat pumps to solar. And we're looking at a solar project. So it becomes completely self-sustaining. But we also, the electricity we do access from the grid is through a green tariff. But you'll see a lot of the resorts around the world, this is going to become the sort of, the main play is to become sort of sustainable in that sense. Where we really fly is with the S and ESG. And like you say, the reason we were the world's first institutionally backed wave park, of course, we like to think it was purely down to our financials. But the reality is, they started saying, 'Wow, you're as authentic an ESG company as we've come across.'Andy Hadden: And it's the same with our mission-based national bank. So, because we didn't really know what that meant, we just knew it was the right thing to do. So we fit squarely into that ESG category, which I know is a tick box for a lot of funds, let's face it. There's a lot of them that really want to do that. There's a lot of investors out there that want to do it. But let's understand our place in the system, which is we're really market leading in that area. And I think that's very attractive for a lot of funds out there. But the S in ESG is where we really fly with all the work we're doing socially around the site.Paul Marden: So talk to me a little bit about that. How are you addressing that kind of the social responsibility piece?Andy Hadden: Well, two examples would be we're not just looking at schools to come here to surf. That's an obvious one. They'll go to any attraction to surf if you could go to Laser Quest, go up to visit the castle, do whatever. But we reverse engineered it. We got schools coordinated to go around the headmasters and the schools and say, 'Well, Look, you're all teaching STEM, science, technology, engineering, maths, for 9 to 13-year-olds. And you're all looking for outdoor learning now, which is definitely a big part of the future in education in general. Can you allow us to create some modules here? So we've got six modules that actually fit into that STEM strategy. For instance, last week, there was a school in learning physics, but they were using surf wax on a surfboard friction.Paul Marden: Amazing.Andy Hadden: So these kids so it works for schools and headmasters which is very important and for parents and it obviously works for the kids and they love it and the reason we do that and we give that it's all at discounted low times and everything is because it's a numbers game they come back at the weekend and so on so that's example one and another would be we've created a surf lab with Napier University, a higher education. So we sponsored the world's first doctor. It got a PhD in surf therapy, but then the university was like, 'hold on a minute, you know, this is good marketing for us as well'.Andy Hadden: This surf lab, which has the infrastructure to host great competitions, but also PhD students can come down and learn engineering. They can learn sustainable energy. So we've got more PhD students working there. And this higher university collaboration has not only led to Alder kids coming down but other universities in the area are now what can we do with lost shore now that's cool and fun so we're working with the other universities in town too so that's a couple of examples alongside the standard, employing local people and actually having the economics of putting money into the local economy.Paul Marden: It's interesting, isn't it? Because... So for many people, ESG, and especially the social responsibility piece, feels a little bit worthy. It feels an altruistic move for the organisation to go and do those things. But you've hit on the quid pro quo what do you get back for doing all of this stuff well you're bringing in these kids you're enriching their learning, you're helping them to learn valuable skills but you're also giving them a taster of what life is like at the the resort and seeing the benefit of the return visits that flow from that is crazy.Andy Hadden: You know, I like to think we've fought as hard as anyone to ingrain this stuff in your DNA because we're year one. And of course, we have our cash flow difficulties like everyone does. You know, you don't know how to... run the place for the first three months or that's what it feels like even though you've done all this preparation and so on and so forth but at no point does anyone turn around and go let's get rid of the schools program let's get rid of the university partnership and that's why i think it's very important to build it into your dna because it doesn't have to be this zero-sum game that people attribute you know or we're giving here so that means we have to take over here it's like there's cute ways to do everything you can do the right thing but also drive traffic for your business and it's very good right. It's good reputation, because the people that stay there, when they see that we're doing this stuff, they feel like they're part of it, and then they want to book again. So I believe it doesn't have to be a zero-sum game, but it is a different way of creating a business— that's for sure.Paul Marden: For sure. So there's going to be a listener out there, I'm sure, with a crazy idea like you had a few years ago. What advice would you give for somebody just starting out thinking of opening a business in the leisure and attraction sector?Andy Hadden: I would just try your best to make it as simple as possible. I think it was Yves Chouinard, the founder of Patagonia, who said, 'One of the hardest things in life is to make it simple. It's so easy to make it complex.' And when you're dealing with a business plan, it's very exciting, right? Well, what if we get into this market? What if we do this? And splitting it all into those components. I think arm yourself with very good people around you. They don't even have to be part of the company. If you've been a good person in your life, I'm sure you've got friends who you can tap into. Everyone knows an architect. Everyone knows an accountant. Everyone knows a lawyer. You're a friend of a friend. Andy Hadden: And I think just overload yourself with as much information to get you to the point where you can be assertive with your own decisions. Because at the end of the day, it's going to come down to you making your own decisions. And if you've got a very clear path of what success and failure looks like, understanding that it ain't going to look like your business plan. As long as it's got the broad shapes of where you want to go, it can get you out of bed every day to try and make things happen. So, yeah, just go for it. Really, that's it.Paul Marden: See where it takes you. So look, in the world of themed entertainment, we talk a lot about IP and storytelling and creating magical experiences. Are any of these concepts relevant to a destination like yours?Andy Hadden: Yeah, well, you know, technically, from an IP perspective, you know, we're using the WaveGround Cove technology. You know, we've purchased that. So from a strictly business perspective, you know, we have access to their sort of IP in that sense and we deliver that. But I think for us, the IP is the destination. It's so unique, it's so big that it becomes defendable at scale. So it does sound like a bit of an all-in poker hand. But it would be more risky to go half in because these things are very hard to build. But when they are built, they're also very hard to compete with. So as long as your customer experience is good enough. You're going to maintain a kind of exclusivity in your locality for long into the future. So, yeah, there's obviously IP issues in terms of technologies. But for us, it was all about creating a destination with three business plans that's greater than the sum of its parts. And if we can do that in our location, then it's very hard to compete against, I would say.Paul Marden: Andy, it sounds like such an exciting journey that you've been on. And one year in, that journey has still got a long way to play out, doesn't it? You must be on quite the rollercoaster. Well, surfing quite a wave at the moment, if I don't mix my metaphors so badly.Andy Hadden: Yeah, we're just entering maybe the penultimate phase of the sort of 20-year plan. You know, we've gone through our early stages, our fundraising, our construction. We've gone through the very hard sort of like getting the team together and opening year one. And we're just starting to go, 'OK, we understand we've got data now'. We understand how to run this place now. So I think we now want to push through to stabilise the next two or three years. And then hopefully we've got a lot of irons in the fire globally as well. Hopefully we can go to the next phase, but we'll see what happens. Worst case scenario, I just surf a bit more and try and enjoy my lot.Paul Marden: Well, Andy, it's been lovely talking to you. I've been really interested to hear what you've been up to. This was only a short snippet of an interview. I reckon there's some more stories for you to tell once you're into year two. So I'd love for you to come back and we'll do a full-on interview once you've got year two under your belt. How's that sound to you?Andy Hadden: Absolutely, Paul, and thanks very much for the platform.Paul Marden: Next up, let's hear from some of the exhibitors on the floor. Bakit.Paul Marden: Introduce yourself for me, please, and tell me a little bit about where you're from.Bakit Baydaliev: We have two companies located in Turkey, Istanbul, and Los Angeles, USA. We develop attractions, equipment, but not just equipment— also software, AI, and content, games, and movies. Paul Marden: Oh, wow. So you're here at IAPA. This is my very first morning of my very first IAAPA. So it's all very overwhelming for me. Tell me, what is it that you're launching at IAAPA today?Bakit Baydaliev: Today we're launching our bestseller, Hurricane. It's a coaster simulator. In addition to that, we're also launching a special immersive tunnel, Mars Odyssey. We're sending people to Mars, we're sending people to space, and the story, of course, may change. After you install the attractions, you always can create different kinds of content for this attraction. It's completely immersive and what is very unique for this attraction is edutainment. Theme parks, science centres, space centres, and museums all benefit from it. It's not just to show and entertain, but also educate and provide a lot of useful information for people. Paul Marden: So what would you say is unique about this? Bakit Baydaliev: There are several factors. First of all, it's equipment. We have a very special software that amazingly synchronizes with the content and it doesn't create motion sickness at all. Paul Marden: Oh, really? Bakit Baydaliev: This is very important. Independently on the speeds, which is... We have very high speeds in our simulators. In addition to that, we have special effects, unusual effects, which feel like cold, heat, sounds.Paul Marden: So it is truly 4D, isn't it?Bakit Baydaliev: Completely. In addition to that, it's interactive content. It's not just the content which you can sit and... watch and entertain yourself and get a lot of useful information, but also you can interact. You can play games, you can shoot, you can interact. And of course, the most important thing which makes this attraction innovative is the educational aspect.Paul Marden: I find that really interesting that you could see this ride at a theme park, but similarly you can see it as an educational exhibit at a science centre or space centre. I think that's very interesting.Bakit Baydaliev: Very, very. Especially, you know, the standard experience for space centres, science centres, and especially museums, it's just walking around, touch some stuff. Some you may not even touch it. It's exponents which you can watch, you can read, it's very nice. But it's even better when you let people live it in real with a nice simulation atmosphere environment, like immersive tunnel.Paul Marden: Absolutely. Bekit, thank you so much for joining us on Skip the Queue, and I look forward to enjoying one of the rides.Bakit Baydaliev: Please ride, and you will be amazed.Hamza Saber: My name is Hamza. I work for TÜV SUD Germany. Our main job is to make sure attractions are safe, parks are safe. We do everything from design review to initial examination of rides, to yearly checks and making sure that we push the standards and the norm to the next level and cover everything that comes in new in the industry as well to make sure this industry stays safe and enjoyable for people. Paul Marden: It's so important though, isn't it? At an event like this, you don't have a sexy stand with lots of really cool rides to experience, but what you do is super important.Hamza Saber: Yes, I guess it's not one of the big colourful booths, but it's at the heart of this industry. It's in the background. If you look at the program for the education, there is a lot of safety talks. There is a lot of small groups talking about safety, trying to harmonise norms as well. Because if you look at the world right now, we have the EN standards. We have the American standards and we're working right now to try to bring them closer together so it's as easy and safe and clear for all manufacturers and operators to understand what they need to do to make sure that their guests are safe at the end of the day.Paul Marden: So Hamza, there's some really cool tech that you've got on the stand that's something new that you've brought to the stand today. So tell us a little bit about that.Hamza Saber: So as you can see, we have one of the drones right here and the video behind you. So we're trying to include new technologies to make it easier, faster, and more reliable to do checks on big structures like this or those massive buildings that you usually see. You can get really, really close with the new technologies, the drones with the 4K cameras, you can get very, very precise. We're also working on AI to train it to start getting the first round of inspections done using AI. And just our expert to focus on the most important and critical aspects. So we're just going to make it faster, more reliable.Paul Marden: So I guess if you've got the drone, that means you don't have to walk the entire ride and expect it by eye?Hamza Saber: No, we still have to climb. So what we do is more preventive using the drones. So the drones, especially with the operators, they can start using them. And if they notice something that does not fit there, we can go and look at it. But the actual yearly inspections that are accepted by the governments, you still need to climb, you still need to check it yourself. So the technology is not right there yet, but hopefully we're going to get there. Paul Marden: We're a long way away from the robots coming and taking the safety engineer's job then. Hamza Saber: Yes, exactly. And they don't think they're going to come take our jobs anytime soon. Using technology hands-in-hands with our expertise, that's the future.Paul Marden: It must be so exciting for you guys because you have to get involved in all of these projects. So you get to see the absolute tippy top trends as they're coming towards you.Hamza Saber: Yeah, for sure. Like we're always three years before the public knowledge. So it's exciting to be behind the scene a little bit and knowing what's going on. We're seeing some really fun and creative ideas using AI to push the attractions industry to the next level. So I'm excited to see any new rides that will be published or announced at some point this week.Paul Marden: Very cool. Look, Hamza, it's been lovely to meet you. Thanks for coming on Skip the Queue.Hamza Saber: Yeah, thank you so much.Kristof Van Hove: My name is Kristof. I live in Belgium. I'm working for the Tomorrowland group already now for three years, especially on the leisure part.Paul Marden: Tell listeners a little bit about Tomorrowland because many of our listeners are attraction owners and operators. They may not be familiar with Tomorrowland.Kristof Van Hove: Yeah, so Tomorrowland is already 20 years, I think, one of the number one festivals in the world. Actually, already for the last years, always the number one in the world. And what makes us special is that we are not just a festival, but we are a community. We create. special occasions for people and it starts from the moment that they buy their tickets till the festival we make a special feeling that people like and I think we create a world and each year we work very hard on new team that goes very deep so not only making a festival but we go very deep in our branding not only with our main stage but we also make a book about it we make gadgets about it so it's a completely.Paul Marden:  Wow. Help listeners to understand what it is that you're doing new here at the moment. You're blending that festival experience, aren't you, into attractions.Kristof Van Hove: Yeah, that's right. So because we are already 20 years on the market building IP, the more and more we really are able to create a complete experience, not only the IP as a brand, but also all the things around it. We have our own furniture. We have our own plates. We create actually all elements that are needed to build a leisure industry project. And that makes it magnificent. I think we are capable now, with everything that we do in-house, to set up and to facilitate water park and attraction park projects completely. Paul Marden: So, have you got any attractions that are open at the moment? Kristof Van Hove: Well, we have the Ride to Happiness, of course, the coaster that is built in Plopsaland three years ago. That is already now for five years the number one steel coaster in Europe and the fifth steel coaster in the world. So this is a project we are very proud of. Besides that, we have already a lot of immersive experiences. And we are constructing now a secret project that will be announced in the beginning of next year somewhere in Europe.Paul Marden: Give us a little sneak peek what that might look like.Kristof Van Hove: It's not that far from here. Okay, okay, excellent. So it's more an outdoor day project that we are constructing. That for sure will be something unique. Excellent.Paul Marden: So look, you're already planning into 2026. Help listeners to understand what the future might look like. What trends are you seeing in the sector for next year?Kristof Van Hove: Well, I think more and more the people expect that they get completely a deep dive into branding. I don't think that people still want to go to non-IP branded areas. They want to have the complete package from the moment that they enter. They want to be immersed. With everything around it, and they want a kind of a surrounding, and they want to have the feeling that they are a bit out of their normal life, and a deep dive in a new environment. And I think this is something that we try to accomplish. Paul Marden: Wow.David Jungmann: David Jungman, I'm the Director of Business Development here at Accesso, based in Germany. I'm super excited to be here at IAPA in Barcelona. We're exhibiting our whole range of solutions from ticketing to point of sale to virtual queuing to mobile apps. And one of the features we're calling out today is our Accesso Pay 3.0 checkout flow, which streamlines donations, ticket insurance, relevant payment types by region on a single simple one-click checkout page.Paul Marden: What impact does that have on customers when they're presented with that simple one-click checkout?David Jungmann: Well, as you guys know, conversion rate is super important. The number of clicks in an e-commerce environment is super important. And because we're at IAAPA Europe, we've got guests here from all over Europe. Different regions require different payment types. And it's important to not overload a checkout page with like eight different types for, let's say, German guests, Dutch guests, Belgium guests, is to be able to only offer what's relevant and to keep it short and sweet. And then rolling in additional features like donations, ticket insurance and gift cards, stuff like that.Paul Marden: Amazing. So get your crystal ball out and think about what the world in 2026 is going to be like.David Jungmann: I think this year was a little bit soft in terms of performance for the parks, certainly in Europe, what we've seen. I think what that will mean is that maybe some will consider, you know, really big capex investments. But what that also means is they will get creative. So I envision a world where, instead of buying new protocols for 20 million, maybe some operators will start thinking about how can we make more out of what we've got with less, right? How can we be really creative? And I think there's a lot to uncover next year for us to see.Paul Marden:  Sweating their assets maybe to be able to extend what they do without that big CapEx project.David Jungmann:  Yes, how can we keep innovating? How can we keep our experience fresh? Without just buying something very expensive straight away. And I think that's what we see.Paul Marden: What is going to be innovating for Xesso and the market that you serve?David Jungmann: Well, for us, it's really about that streamlined, consistent guest experience, but also tying into things like immersive experiences, right, where you could maybe change the overlay of an attraction and feed in personalised information that you have for your visitors and collect it during you know the booking flow when they enter the venue and feeding that into the actual experience i think that's something i'm excited about.Paul Marden: I think that there is a missed opportunity by so many attractions. There's so much data that we build and we collect the data, but oftentimes we don't bring it together into a central place and then figure out the ways in which we want to use it. There's so much more you can do with that rich data, isn't there?David Jungmann: 100% exactly. And I don't just mean from a marketing perspective. I mean from an actual experience perspective. Let's say you ride through Dark Ride and all of a sudden your name pops up or your favorite character pops up and waves hello to you. That's the type of stuff you want to do, not just market the hell out of it.Paul Marden: Absolutely. Look, David, it's been so good to meet you. Thank you ever so much. And yeah, thank you for joining Skip the Queue. David Jungmann: Thanks, Paul. Have a great day at the show. Paul Marden: Isn't it great? I mean, we have got such an amazing job, haven't we? To be able to come to a place like this and be able to call this work.David Jungmann: Absolute privilege. Yes, absolutely.Paul Marden: Now, before we wrap up, Andy and I wanted to have a little chat about what we've seen today and what we've enjoyed. Why don't we sit down? You have clearly returned to your tribe. Is there a person in this place that doesn't actually know you?Andy Povey: There's loads. I've been doing the same thing for 30 years. Paul Marden: Yeah, this ain't your first radio, is it? Andy Povey: I'm big and I'm loud, so I'd stand out in a crowd. I mean, there are all fantastic things that I should put on my CV. But this is really where I feel at home. This industry continues to blow me away. We're here, we're talking to competitors, we're talking to potential customers, we're talking to previous customers, we're talking to people that we've worked with, and it's just all so friendly and so personally connected. I love it.Paul Marden: It has been awesome. I've really enjoyed it. Although I'm beginning to get into the Barry White territory of my voice because it's quite loud on the show floor, isn't it? Andy Povey: It is. It's actually quieter than previous shows, so I don't know why, and I don't know whether... Maybe I'm just getting old and my hearing's not working quite so well, but... You used to walk out of the show and you could almost feel your ears relax as they just stopped hearing and being assaulted, I suppose, by machines pinging and blowing.Paul Marden: It really is an assault on the senses, but in the very best way possible. Andy Povey: Absolutely, absolutely. I feel like a child. You're walking around the show, you're going, 'Wow, Wow, Wow, Wow, Wow, Wow, Wow.' Paul Marden: So what has been your highlight? Andy Povey: Do you know, I don't think I could give you one. It really is all of the conversations, the connections, the people you didn't know that you hadn't spoken to for two years.Paul Marden: So for me, my highlight, there was a ride that I went on, Doff Robotics.Andy Povey: I've seen that, man.Paul Marden: So it was amazing. I thought I was going to be feeling really, really sick and that I wouldn't enjoy it, but it was amazing. So I had Emily with the camera in front of me. And within 10 seconds, I forgot that I was being recorded and that she was there. I was completely immersed in it. And I came off it afterwards feeling no motion sickness at all and just having had a real good giggle all the way through. I was grinning like, you know, the Cheshire Cat. Andy Povey: A grinning thing. Paul Marden: Yeah. So, tomorrow, what are you looking forward to?Andy Povey:  It's more of the same. It really is. There's going to be some sore heads after tonight's party at Tribodabo. We're all hoping the rain holds off long enough for it to be a great experience. But more of the same.Paul Marden: Well, let's meet back again tomorrow, shall we? Andy Povey: Completely. Paul Marden: Let's make a date.Paul Marden: Thanks for listening to today's episode from IAAPA Expo Europe. As always, if you've loved today's episode, like it and comment in your podcast app. If you didn't like it, let us know at hello@skipthequeue.fm. Show notes and links can also be found on our website, skipthequeue.fm. Thanks to our amazing team, Emily Burrows and Sami Entwistle from Plaster Creative Communications, Steve Folland from Folland Co., and our amazing podcast producer, Wenalyn Dionaldo. Come back again tomorrow for more show news. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Ron Romens is the President of Commercial Recreation Specialists (CRS). A lifelong creator and entrepreneur, he's been a welder, butcher, truck driver, concession operator, inventor, founder of RAVE Sports (where he helped introduce the first floating trampoline), and, since 1999, the leader of CRS. From Verona, Wisconsin, CRS has grown to approximately 60 team members, representing dozens of top-tier product lines and offering end-to-end recreation solutions—designing lakes and beaches, curating aqua parks, splash pads, shade, and more for camps, municipalities, attractions, and resorts. In this interview, Ron talks about unstructured play, controlling your experience, and how boredom stimulates creativity. Unstructured play “To me, I think unstructured play, I don't think there's near enough of it nowadays. Everything we have is very structured.” Ron ties his inventor mindset directly to the freedom he experienced outdoors as a kid—“sleeping under the stars, swinging off the rope swing, turning over rocks, catching crawdads.” Those unscripted days formed a template for how CRS designs experiences today: create spaces that invite discovery, not dictate it. Whether it's a floating trampoline evolved into a “floating playground” or a purpose-built lake with active and passive zones, CRS builds environments where guests can self-organize, collaborate, and learn through play. He contrasts this with more static, linear attractions (“chlorine and concrete”), noting that open-water, back-to-nature settings put “grass and sand between people's toes.” The result is cross-generational connection and replayability—like the multigenerational family he watched at a Whoa Zone, all choosing their own challenges and sharing one big, memorable experience together. Controlling your experience “People want to have a little bit more control of their own experience now.” Ron traces a market shift since the late 2000s from passive, ride-centric theming toward participatory recreation—zip lines, ropes courses, and on-water challenge parks where guests set pace, path, and intensity. CRS leans into this demand by curating “best-of-class” equipment and tailoring it to each client's goals—amenity, program tool, or monetized attraction—so guests can choose routes, repeat obstacles, or team up with family members. This philosophy extends to CRS's consulting approach: before selling gear, they back up to the “why.” Who is the audience? What outcomes matter? How will success be measured over one, three, and five years? By aligning design with desired control (from gentle exploration to vigorous challenge), CRS helps owners deliver experiences that feel personal, social, and repeatable. Boredom stimulates creativity “It also gets you into a place where you might even have some boredom. And boredom kind of stimulates creativity as well, especially when you've got a group of kids together.” For Ron, occasional boredom is a feature, not a bug. In nature, what first seems disorderly reveals patterns the longer you stay. Give kids a bucket, shovel, sand, and water and “they'll be there forever… creating new games.” CRS intentionally designs canvases—dynamic lakes, floating courses, beaches—where conditions (wind, water, temperature, crowd mix) change daily, nudging guests to tinker, adapt, and invent. That dynamism inspires the “human spirit,” a core CRS mission. Like skiing after fresh snow versus on ice, the same aqua park feels new each visit. Guests return not just for equipment, but for the open-ended possibilities it unlocks—play that sparks imagination, collaboration, and confidence.   In closing, you can learn more about Commercial Recreation Specialists at crs4rec.com or contact Ron directly at 877-896-8442. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

We've well and truly kicked off season 7 in style as we welcome our first guest onto the show - IAAPA Board Chairman, Massimiliano Freddi. In this episode, Paul sits down with Massimiliano Freddi, the first Italian to ever hold the role of IAAPA Chairman in the association's 107-year history. From his early dream of running a theme park to founding Wonderwood and shaping Italy's unique attractions landscape, Massi shares how passion, storytelling, and a people-first mindset continue to drive his vision for the industry. Skip The Queue is back for Season 7 and we're announcing some big changes! Get ready for new hosts, a fresh new look, weekly content and find out where you can catch us live at events to be part of the action.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm.If you've enjoyed this podcast, please leave us a five star review, it really helps others find us. And remember to follow us on LinkedIn, or Bluesky for your chance to win the books that have been mentioned in this podcast.Competition ends on 24th September 2025. The winner will be contacted via LinkedIn or Bluesky. Show references:  https://iaapa.org/https://www.linkedin.com/in/freddi/Massimiliano Freddi  a leading figure in the amusement and entertainment industry, has been appointed president of the steering committee of IAAPA (International Association of Amusement Parks and Attractions, the leading international association for attractions and theme parks) for 2025. This is the first time since the foundation of the World Association of Attractions (1918) that this position has been entrusted to an Italian.The appointment underscores his extensive experience and significant contribution to the global industry. Freddi brings a wealth of experience gained at some of the industry's most prominent companies. His career began in marketing and press office for the Italian market at Disneyland Paris. He subsequently joined Leolandia.A visionary entrepreneur, in 2018, Massimiliano Freddi founded Wonderwood, an adventure and amusement park for all ages, of which he is currently CEO, in his hometown of Trarego Viggiona, in the Verbano-Cusio-Ossola region on Lake Maggiore. This growing business has redeveloped several local facilities and provided employment to several young residents of the small towns in the area. His passion for the sector also extends to academia. Since 2016, he has been a member of the coaching staff of Seth Godin's Altmba and is a professor of marketing and experience design at IULM University in Milan. At the same university, where Italy's first course in theme park and attraction management was introduced, he teaches subjects such as consumer experience, marketing, and soft skills as an adjunct professor. Freddi was also one of the original founders of Parksmania, the first newspaper dedicated to amusement parks.Freddi will continue to bring his innovative vision and deep industry knowledge to the global association, helping shape the future of attractions internationally. Regarding Italy, he commented that he sees great potential and wants to help realise it. Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about the world's best visitor attractions and the people that work in them. I'm Paul Marden, along with my co-hosts Andy Povey and Sinead Kimberley, I spend my days working with ambitious attractions like theme parks, museums, galleries, and science centres to help them to attract more guests. Paul Marden: Today on Skip the Queue, I'm joined by someone who has been shaping the attractions industry in truly remarkable ways. Massimiliano Freddi is the first Italian ever to hold the role of chairman in IAAPA's 107-year history. A milestone that not only celebrates his career, but also shines a light on Italy's growing influence in the global attractions landscape. Massimiliano has worn many hats across his journey, from fulfilling his childhood dream of becoming a Theme Park Managing Director at just 28, where he grew guest numbers from 300,000 to over 800,000, to founding his own destinations like Wonderwood on Lake Maggiore and Wonderwood Spina Verde, overlooking Lake Como. Along the way, he's pioneered inclusive and eco-conscious practices, championing the power of storytelling and shown how attractions can thrive by creating meaningful experiences for every guest.Paul Marden: Beyond his leadership roles, Massimiliano is also a Professor of Marketing and Experience Design at IULM University in Milan, where he's passionate about nurturing the next generation of talent in our sector. Often described as both a dreamer and a doer, he brings together vision and practicality in a way that continues to inspire operators around the world.Paul Marden: Massimilliano, welcome to the show. It really is a pleasure to have you with us. We always start Skip the Queue and the kickoff of season seven, no less, is going to be no different. We always start with an icebreaker question. And I'm thinking back to, we're just back off of our summer holidays, aren't we? For your perfect holiday, would it start with planes, trains or driving.Massimiliano Freddi: Oh, that's a beautiful question. By the way, congratulations because you've pronounced Massimiliano in a very correct way. So that's unusual. I have a complicated name. I know, I know.Massimiliano Freddi: Hey, I would say train. Train is really, really part of the way that I love to travel with. And unfortunately, too often it happens by car, which I like a little bit less. I get dizzy, you know, and stuff. Train is my ultimate, ultimate way to travel.Paul Marden: I did a sleeper train to Scotland a couple of years ago, and it was amazing. I absolutely loved it. And what's brilliant is there's more of those sleeper trains hitting Europe, aren't there now? So there really is very few excuses for us not to be holidaying with the start with some elegant sleeper train. My only disappointment was that there was no murder on the train, so I couldn't have an Agatha Christie style novel themed around my train  journey, but uh, you know.Massimiliano Freddi: I mean, I mean, it could have been the Hogwarts Express, but apparently, it doesn't run every day, so.Paul Marden: That would be pretty cool as well. I've just come back from Edinburgh, actually, and we saw, you know, the viaduct where the train goes to Hogwarts, and completely unplanned, there was a steam train that went over the bridge whilst we were there. It was amazing.Massimiliano Freddi: Happy go lucky.Paul Marden: Yeah. So enough of my holidays. Let's kick off talking about you and IAAPA. What can international markets learn from attractions in Italy? Tell us a little bit about the attractions landscape over there in Italy at the moment.Massimiliano Freddi: Yes. So let's say that the attraction landscape is very similar, somehow, to how the restaurants or the retail landscape has always been, which means a lot of mom and pop stores. And I think that what people who travel to Italy love is to find something that is one of a kind that you can find only in Italy. I have a deep respect for Starbucks, but I'm always... questioning myself, you know, when somebody comes to Italy, do they really want to find Starbucks? Is this a real thing? So when it comes to parks and attractions, Italy has not faced a big concentration in players like it has happened in other countries. Of course, some big players are there. Parques Reunidos owns Mirabilandia, which is the second most important Italian park. And the most important Italian park is Gardaland, owned by Merlin Entertainment. Then we have a few other groups. Owning and operating some of the facilities, but let's say that, out of 250 parks between—or, you said, attractions— that's very correct now, if we talk about attractions, now the number is endless, because where is the border?Paul Marden: What is an attraction? Yeah, that's a big philosophical question.Massimiliano Freddi: Okay, okay, so let's say that, once upon a time, we used to count parks. So when we talk about parks, we have roughly 250 parks in Italy, and most of them are tiny, tiny, tiny, and they are independently owned. That's my case. I own and operate two parks right now, and I'm about to open, a third location that will be an indoor one this November. And so, yes, I think that what what others can learn from Italy i think is to keep this respect for your roots and to make sure that you don't make every attraction look like another one, but you kind of keep it, you know, different.Massimiliano Freddi: And so it's a matter of the mix of how people can have fun and get entertained. But it's really also about retail and about food and about shows and festivals and you name it, you know. So there are these places that we see on Instagram and immediately we say, oh, that's, I mean, when I see a picture of the Empire State Building or of the Tower Bridge. I know immediately where it belongs to. And so I think that, with attractions, we need to think in the future always about this. Guests coming to visit us, they want to have the ultimate experience and they want to have something that's different from anything they've done before. So this is the responsibility we have.Paul Marden: And a big one it is. Let's talk a little bit about the experience economy. And especially when we think about, you know, beyond the parks, there's this... massive ecosystem around the outside of different ways that people can enjoy themselves. What does that experience economy mean to you, especially in Italy?Massimiliano Freddi: The experience economy, first of all, it truly matters to me, the book. Because in 1999, it was once upon a time, it was really difficult to find literature and scientific literature on the leisure industry. And so I think that at that time, we thought that everybody could take inspiration from the attractions industry. And it has happened because right now. Yes, definitely. You know, food is experience and travel is experience and lodging is experience. You name it, you name it. You know, even there is also a funeral house in Italy, which has become very famous because they are really based on the experience they will give, you know, not to the people who passed away, unfortunately, you know, but the people remain. So I think that it's very hard now to find an industry that doesn't think, that we are in the experience economy and that everything should be experienced and experiential. And so I think that when I go back to my example, I think that we as attractions, we need to be even more wise in how we choose to present ourselves and what we cater to our guests.Massimiliano Freddi: Because of course, we need to raise the bar. So right now, we know that some access... And some services to our attractions have become better with technology. But still, we are, you know, long lines sometimes. And we feel we are paying too much for what we are getting back.Massimiliano Freddi: I would say that in the end, experience economy starts with people and ends with people. And so we need to be people-centric. And only like this, we can be truly experiential. I don't think that an experience is about technology.  It's always, always about people.Paul Marden: Absolutely. I wonder as well, I'm always struck by this industry, how close we are, how we collaborate with one another. And really, the competition aren't the other parks or attractions. The competition is getting people out and doing something. There are so many things at home that could keep you at home, getting you out and about and visiting places and enjoying those experiences. I wonder whether collaboration is the answer to this.Massimiliano Freddi: I think you nailed it because it's crucial. Everybody who has not been working for this industry, when they enter the industry, because they might change jobs, everybody is so surprised that we collaborate so heavily. And I think that a key to this success has always been this big collaboration. I have almost always in my career been part of smaller facilities. And to me, IAAPA and the associations were, it's been crucial, you know, because you are alone. Very, very often your facility is in the middle of nowhere. No matter if you're part of a big group, because even big groups have facilities in the middle of nowhere, but for family-owned and operated attractions, that's almost the golden rule.Massimiliano Freddi: And so there are so many days in your life, in your career, in your profession, where you would benefit strongly from talking to somebody else who's been through something like you before and who's found a different solution and who can open up your eyes. So I think that's the beauty of our industries is getting together. Again, if we don't get together, how can we make people get together?Paul Marden: Yeah, I'm very excited about getting together because I've got my first IAAPA in Barcelona coming up. And I'm very excited about what this is going to be like.Massimiliano Freddi: Oh, you will be blown away.Paul Marden:  I can't wait. I absolutely can't wait. Now, look. Someone has once described you as a dreamer and a doer. One of your dreams was to be managing director of a theme park. Where did that inspiration come from?Massimiliano Freddi: So it comes from a terrible childhood. And so it comes from the fact that, yeah, the world around me when I was a kid was not a positive world. And my family had a lot of troubles. And I'm an orphan from the side of my mother. I mean, I went through several things. And so I think that the attractions industry, to me, it really meant this place that's always happy and where grownups can really take great care of kids and kids at heart.Massimiliano Freddi: So I think that my passion came out of that. Now, dreaming and doing, of course, we all have as a big myth and as a reference, Walt Disney himself, and he was the guy who first said, 'Dreamers and doers' talking about, what enterprises, so his imagineers. I think that whenever I see something, I want to say something. Everybody who knows me knows pretty well. But it means that I love to see the world in a constant improvement. So, if I check in at a hotel and I see that there is something in there that, you know, it even doesn't impact me. But with a small step, they could make it better and fix it. I just share it and I share it, you know, wherever I am. And so I think that maybe this was a bit of my secret weapon because I got involved in several things. I think because I'm curious and maybe because I'm generous in sharing.Massimiliano Freddi: And I don't know if there is a secret there. There is just that in the moment in which you accept yourself the way you are and you acknowledge that you have some talents, and you don't have some others, and some skills you can get better, some others no way—okay. I could never never be an attorney, I could never do a lot of jobs on the planet, but now I know, at the age of 44, that I know what I'm good at, and even if I'm good at that, I want to constantly improve. So I think that maybe the support that I could bring to the table to the companies I've worked for, to the associations, to my own business, and so on, it's always been this obsession with constant improvement every day.Paul Marden: I think it takes a certain vulnerability, doesn't it? To spot something that you think can be improved and to offer a suggestion. And I think it's so valuable. I was at an attraction recently and I got the email at the end of the day, saying, 'How was it?' Please leave us a review. I went to click it and it didn't work. I knew the head of marketing, so I just pinged him off a quick email that just said, 'Oh, I had such a brilliant time but I couldn't leave you a review. I wanted to give you a brilliant review, but I couldn't do it because it didn't work. And that led them to go and look at all of their outbound emails, and none of them were working properly. But you know, you could walk by and just leave that alone. But I can't do it. However, it is sometimes does make you feel really awkward, couldn't you? But when I get great services in a restaurant, when somebody looks after me while at an attraction, I want to tell them how good it was, and if I can see something they can do better, I want to tell them what they could do.Massimiliano Freddi:  Totally, totally. And I'm so much on the same page. I was about to say that it's equally important to call people out when they're doing well.Paul Marden: Yeah.Massimiliano Freddi: So to make sure that they are aware. And sometimes, you know, to say there was one day where I travelled during a bank holiday, and I arrived at the entire bank holiday, and I arrived to the airport, and I decided I wanted to thank each and every employee that I would meet because they were there that day. I mean. We got used that Sundays are no longer Sundays, but the bank holidays, these are the moments in which you spend time with your family and with your kids and so on. And if you're there and you're working, I mean, it's good that somebody sees you and tells you, 'Hey, thank you because you're working even today, you know?' And you can tell how everybody gets surprised. So I think that we learn so much more by positive reinforcement.Massimiliano Freddi: And so how important it is also to tell attractions, facilities, managers, CEOs. I mean, CEOs, they are so used to just getting... I can't use swear words. Yes, you can. Under those kind of storms, you know, all the time, all the time. And so when a CEO does something good, come on, let's tell her.Paul Marden: Yeah, it's a really lonely job. And all you get is... is the spankings and the tellings off. Isn't it? So when they get it right, they definitely need a pat on the back because they're not going to get it. They're not going to get it. So I can't believe this. At the age of 28, you made your dream come true and you were managing director of a theme park in Italy for Minitalia, which became Leolandia, in this role you took guest numbers from 300, 000 guests a year to over 800,000.Paul Marden: Tell us that story. How do you so dramatically increase footfall at the attraction?Massimiliano Freddi: I don't think it was me. I think it was a great teamwork because it's a great teamwork, you know, and you can grow this much. If your operation is working very well, if your safety is right on spot, if the park is clean, you know, and so on. I can tell you one thing that when we were at the basic level, so at the very beginning, of course, we couldn't afford to buy big attractions or too heavily themed. And we needed really, I remember that the first Halloween, we had a 10K budget, 10,000 euro budget for a whole month of Halloween. Okay, so we would go to the do-it-yourself stores and buy brooms and build everything. I mean, that was a magical moment because it created the capability of the team to envision that, if you want, you can do with the things you have. And of course, with a huge budget, you can do fantastic things.Massimiliano Freddi: But sometimes, you know, this helps. So in that moment... TripAdvisor was a true success still. We're talking about 20 years ago. So TripAdvisor was kind of the reference. That's even before Google Maps and all that. So I remember that I did an analysis and I understood that every restaurant or park who had over 4. 5 out of 5 was growing. And having 4 out of 5 was not enough. Now we call it NPS, we call it a different way. But there, in this practical way, so I remember this moment with my team saying, 'Hey, we need to be obsessed with getting five stars.' And this is the point. So what can we do? First of all, we can have the cleanest toilets on earth. Let's make sure that the smell is good, they are super clean, and so on. Because people, that's a level of service. Of course, this is not a driver of visit, but this is a driver of satisfaction. And in the same way, let's start to work with better suppliers when it comes to food and beverage.Massimiliano Freddi: Let's start to make things more comfortable. So I think that this was the first thing. The second aspect, again, it's very much linked to IAAPA because I think that attending the show every year and knowing the people. At that time, Jakob Wahl, he used to be one of the employees of IAAPA in Brussels. I don't think he was a manager at the time yet. He was in charge of keeping relationships with members. So I reached out to him. We are the same age. I reached out to him and I said, 'Hey, I would love to visit a few facilities in other countries because I need to get fresh ideas.' It was a very delicate moment. We came out of two bad seasons due to bad weather. Because then you know, you don't go from here to here as a straight line, but always as this roller coaster. And in a moment you think, 'Oh, I made it.' There's a dip.Paul Marden: Yeah.Massimiliano Freddi: You can never sleep. And so he put me in contact with several facilities. I visited some in Belgium, in the Netherlands, and in the UK. And in the UK, I visited this, at that time, small park still called Paulton's Park. You might know that. I remember it was a weekday with bad weather and the parking lot was packed. And I was like, 'How comes?' Kids are not at school today. What is the point? I enter the park. The park is, yeah, not so crowded. So I really suspect that they are, you know, keeping the people all shut down together in a place. I don't know. I don't know what the point was. And then I enter the Peppa Pig's World.Massimiliano Freddi: And it blows my mind. And again, what blows my mind is that it didn't have any huge attraction. But it had that feeling. And people were just so happy. It was magic. Little kids there with their families, a lot of strollers all over the place, traffic jams due to strollers. And so I came back and I said, 'Hey, we need to get Peppa Pig.' And I remember that the team was like, 'It can't happen.' It has happened. In the end, we were the second park in the world after Paulton's Park to get Peppa. And that reshaped the entire strategy of the park we had at that time, turning it into what we wanted to achieve, is to become the best park for the kids under the age of 10 in Southern Europe. And best means really the best, rated from the bottom of the heart. And so this is what has happened. So I think that, you know, before Leolandia, I had worked for Disneyland Paris and I'm a big Disney fan. So that was kind of the school I had attended and I just had to apply. The theory that I've learned, I had to apply it, and I had a fantastic team and the resources to do that.Paul Marden: Amazing. Now, fast forward to 2018, and you've taken the step from MD to founder and founded Wonderwood on Lake Maggiore. Now, let's test my Italian. You've also founded Wonderwood Spina Verde. Massimiliano Freddi: I'm speechless. I can't correct anything.Paul Marden: Wonderful. Overlooking Lake Como, both of which, by the way, were... So I've been to Maggiore and Lake Como for my honeymoon. So a beautiful, beautiful place. And you've put two parks there. How has that been?Massimiliano Freddi:  It has been crazy. So I remember that the first year, and I mean, we created the company at the end of 2018. We've opened our gates in the summer of 2019. Now, if we all remember what has happened at the beginning of 2020.Paul Marden: Yeah.Massimiliano Freddi: Okay, so perfect timing. Now, I can tell you that the first season, every day, I would literally cry, but for real.Massimilliano Freddi: I was exhausted. My husband was exhausted. We thought that this was a nightmare, the worst possible nightmare. And if somebody had knocked on my door and asked me, 'Hey, could I just take it over?' I don't give you a penny. I will just take home the loans. I would have said yes. And that's because, of course, every project is over budget. Of course. No matter. No matter.Massimiliano Freddi: And when it's a family company and you don't have the money because you've contracted several loans and so on, it makes it super, super difficult. So in that moment, my call for action was because the possibility of Lake Maggiore was in the town where I spent every summer as a kid. So it was a love story. And I wanted to give back to the community. I wanted to do something in the nature that would inspire kids to hike more. To become more active and just not only to stay in front of a screen, but to do something different. So that came out of this kind of dream. And so it was a nightmare. It was a nightmare at the very beginning. Then COVID hit and we were very lucky, of course, because we didn't lose anyone from our families and friends. So I am very thankful for that. And at the same time, it gave us the possibility to stop for a second, rewind, and refine our strategy.Massimiliano Freddi: Because we had just closed the park in, I mean, the week before Christmas, and we were supposed to reopen in less than three months, but we were exhausted. So I'm telling this story because usually it's so nice to tell that the triumphs, you know, and say, 'Hey, it's been fantastic.' Yeah, we nailed it. We had, no, we made 200 mistakes.Massimiliano Freddi: And we paid for all the mistakes. So I think that in that moment, yeah, we were struggling at the beginning. We were reflecting in the middle part. And then three years ago, two to three years ago, I woke up one morning and I understood that I really loved what I was doing. And it had changed. It had changed. And seeing so many families happy and so many people visiting and seeing... How many young professionals or students started to work with us and then you see them leaping? I think that this is the most beautiful thing on earth. It's very empowering. So right now I'm in this situation where I am so grateful for this entire six years, even if they started in a way that was very, very heavy. But, you know, the Latins used to say 'per aspera ad astra.' It means... 'towards the stars through the asperities.' And so we need to go through that thing, that tunnel.Paul Marden: Absolutely. Now, as if founding your own parks wasn't enough, you also mix your time as a professor at the university. I can hear from what you were talking about, about bringing the young professionals into the park, that there's an element to you of apprenticeship almost, of teaching that next cohort of people that are going to come and take over the world.Paul Marden: How exciting is that for you to be able to mix that in at the university?Massimiliano Freddi: It's fantastic. It's fantastic. And again, it came out of passion. It came out. I didn't do a PhD after my university. My career wasn't supposed to be the academic one. And I didn't trust I would be able to do that. And then I got called for a lecture, then two lectures, and three lectures. And then, right now, I have several courses at university.Massimiliano Freddi: There's a point. The point is that, if we meet between our age of 14, 14, 15, until our 25, and if we narrow it down, it's between maybe 16 and 22, this is the moment in which it's more important to meet some mentors. And most of us don't meet mentors. They meet nice people around them, giving them very nice advice based on their experience and not seeing the talents they have in front of them. And in several cases, we are scared. We think that we are not enough. And so I really think that it's such a huge privilege for me to be able to be at university and to meet so many hundreds of students every year and to try to make my small impact so that, first of all, they can believe in themselves and they can believe that the world can be a better place, even if right now it's kind of a tough moment. But from tough moments, again, we can learn things.Massimiliano Freddi: Even at IAAPA, one of the things that I really am passionate more about is what are the spaces we can create for young professionals and students. So I want to give two very short examples. The IAAPA Foundation has evolved a lot over the last few years. We were able to collect so many more donations.Massimiliano Freddi: And now, this year, it will be a record-breaking year when it comes to scholarships to which students can apply in universities around the globe. So I think that's... But to me and to all of us in the board of the IAAPA Foundation, that's like the starting point. We are here celebrating because it's a big achievement and then we look each other in the eyes and say, 'Okay, now what's next?' Now, how can we make sure that the impact is even bigger? And if we go on the side of IAAPA, I think we are very... We pay a lot of attention to make sure that the membership fees are very low for the people entering. The word of leisure. Just a few weeks ago, it got launched on the IAAPA job board that whoever has a company and wants to post an internship, that's free to post. So that, you know, there could be thousands of internships available for students.Massimiliano Freddi: Of course, as a big association, we are used to talk to members and maybe older members because we visit facilities and we visit manufacturers and we need to deal with safety and stuff. But students and young professionals are not on the back of my head. They are like near and dear to my heart. And so my real question is: when this year ends in a couple of months, how can I dedicate myself even more to contribute to young people? Because I think that they are making a change. They will make a change. And we are learning so much from them because the work we are leaving you and me right now. I have bad news. It's no longer our world. We don't have the code to decode that. So we don't have the keys. We can just support people that are better than us and make sure that they can live, that they can teach, that they can learn.  That's a bit of what I see.Paul Marden: I completely agree with you. I think it's interesting because you talk about what you're giving, but you're also getting something back. This is not entirely altruistic, is it? The support that you're giving for these young people and early career professionals, you're getting something back, enriching yourself and learning new things from them.Massimiliano Freddi: Always, always. And I think that, you know, I don't always teach. Market leisure marketing and stuff— you know, I teach marketing at a at a Master's Degree in Management of Beauty and Wellness, total different industry, you know, food and wine. As I was telling, but what I bring home every time is how much young people need to feel seen and, and this is truly important because if we create for them not a safe zone, because of course we want them to get messy. We want them to take risks, but they need to feel safe as humans and they need to feel safe as seen. And so I appreciate a lot this because then the energy that I... And you know, when we talk about IAAPA, we have so many ambassadors that have been contributing to the IAAPA trade shows and events all over the globe. We have young people joining the committees.Massimiliano Freddi: Right now, there are a few, more than a few young professional task forces around the globe that are really helping us, old people, to understand what they need. So I think that we are at the very beginning. And if I could say a dream out loud, I wish that IAAPA in five or ten years, maybe in five years, can multiply the number of young engaged people in the association by 100. 10 is not enough. 20 is by 100. We need to make an impact. And I think we want to make an impact. So hopefully.Paul Marden: Well, there's an ambition for you. And I think every... worthwhile project— every it always starts with that kind of ambitious goal— at the very beginning of it you need to be driven by that  hundred times impact not the 10 times impact we we always like to finish our interviews with a book recommendation, fiction, non-fiction, industry-related or not, give us a view uh into your reading habits, okay, so can I mention more than one book? You bankrupt me because I always offer the book recommendation as a prize for people, but you can have more than one.Massimiliano Freddi: Okay. Okay. Thank you because I'm a big reader. So the first author that I would love to mention is J. K. Rowling because Harry Potter is not just a story of a kid or of magic, but it's a story of a woman who was a bit desperate. And then... She followed what she was feeling. She allowed her emotions to flow. And she has created a masterpiece. And she has impacted us all, you know, no matter business-related, non-business-related, and so on. So I think that, to read again, the first Harry Potter book, it's very important because it brings us back to some reason why, you know, and to some things. The second book that I would love to mention is a book written by Seth Godin. I have had the privilege to work for Seth for several years.Paul Marden: Really?Massimiliano Freddi: And yeah, he's an amazing guy. He's an amazing guy. And come on, he's such a generous person and he's amazing.Massimiliano Freddi: I don't have any other words that's amazing. He wrote a book maybe 10 years ago, 15 years ago called Linchpin. And Linchpin is not his most famous book, but it's the book that changed my life because it really nudges you. In a gentle and not so gentle way sometimes. No, I'm saying in a gentle way. It nudges you to don't set for what you have, but to see your inner talents and to innovate and to be creative, be generous, and so on. So, Linchpin to me is the book that changed it all for me. So, I think that everybody, young, less young, everybody should read once in a lifetime.Paul Marden: I feel like I need to go and read this because that is one Seth Godin book I have not read. So there we go. Listeners, if you would like a copy of Linchpin, then the first person that heads over to LinkedIn and reposts our show notice and says, 'I want Massimiliano's book' and can spell Massimiliano correctly, will have a copy of the book sent to them. We've got IAAPA Europe taking place next week in Barcelona.Paul Marden: And we have a very special Skip the Queue announcement. We are going to be hitting the show floor on a daily basis. We are going to go live for daily episodes of Skip the Queue from the show floor. We're going to be talking to operators about what their challenges are like. Finding out what new supplier announcements are coming out. And the Skip the Queue team is going to be feverishly working away. We'll be recording during the day and Steve and Wenalyn will be editing and producing through the night, ready to post the show the following morning. So I'm very excited about that.Massimiliano Freddi: And I think we are super excited to have you guys on the trade show floor. And I recommend... Of course, visiting it, making the most out of it, and don't underestimate the fantastic education sessions that take place. There is a strong lineup of speakers that will impact the way that the industry will be in a few years. So, great opportunity.Paul Marden:  How's that for a trailer? That sounds amazing. Massimilliano, it really has been a pleasure to talk to you.Massimiliano Freddi: Thank you so much, Paul, for me as well. And see you in Barcelona.Paul Marden: Yes, how exciting. Looking forward to it.Paul Marden: Remember, if you'd like a copy of today's book, head over to LinkedIn and repost our show notice saying, 'I want a copy of Massimiliano's book.' If you've enjoyed this episode, please leave a review on your podcasting platform. It really helps people to find the show. If you didn't enjoy it, or you've got ideas about how we could improve the show, then let us know at hello@skipthequeue.fm. My thanks to Massimiliano and his team at IAAPA for their help with this episode. Skip The Queue is brought to you by Rubber Cheese, the digital agency that creates amazing websites for ambitious visitor attractions. This episode was written by Emily Burrows, produced by Wenalyn Dionaldo and edited by Steve Folland. To Skip the Queue team, also includes Sami Entwistle, Sinead Kimberley, Claire Furnival, and Andy Povey. The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   As the summer of 2025 winds down, attraction operators face the challenge of balancing operational efficiency with guest satisfaction. From pricing strategies and staffing to wayfinding and third-party partnerships, even the smallest details can shape the overall experience. In this episode, Matt and Josh talk about 10 key guest experience (GX) observations from summer 2025, drawing from theme parks, sporting events, family vacations, and more. Parking Prices and First Impressions "Parking is an excellent revenue source. However, charging an exorbitant amount of parking is a surefire way to create a horrible first impression that will cascade into the rest of the visit." Josh emphasizes that while parking is a strong revenue stream, overpriced parking creates negative sentiment before guests even step inside the gates. Matt connects this point to his experience in Europe, where paying for parking upon exit felt more palatable and less intrusive. When guests feel gouged at the start, it colors their perception of every expense throughout their visit. Communication Beyond Signs "It's commonly said that guests don't read signs. Supplement verbiage on signage with audio announcements and, better yet, personalized announcements." Josh highlights the importance of layered communication, pointing out that lengthy signs often fail to connect. Audio cues and direct interactions provide clarity, ensuring guests feel guided rather than overwhelmed. Guest Comfort and Stress Reduction "Sometimes the best thing you can do for your guests is focus on making them more comfortable and removing stress from their visit." The conversation stresses that alleviating friction points—like confusing kiosks or clunky ticketing—can be just as impactful as adding new amenities. Matt compares this to the Apple Store's model, where handheld payment devices reduce stress and make transactions seamless. Empowering Guests Through Participation "When a guest plays an active role in their experience, it enhances satisfaction and makes the experience more repeatable." From gem mining activities to splash pads outside stadiums, Josh reflects on how unassuming elements can unexpectedly become highlights for guests, particularly children. The takeaway: attractions should look for ways to make even passive experiences more engaging and interactive. Staffing Balance and Service Consistency "Being understaffed negatively impacts the guest experience, but so is being overstaffed if it leads to miscommunication and errors in the steps of service." The right staffing levels are critical—too few employees cause delays and frustration, while too many can lead to inefficiency and errors. Additionally, Josh stresses that third-party concessionaires must deliver the same service quality as direct employees, and vice versa. Sometimes the Thing Isn't the Thing "Sometimes the thing you think is the thing isn't the thing, and the thing you'd never think could be the thing might actually be the thing." Through stories of his son enjoying splash pads and gem mining more than the “main attractions,” Josh illustrates how unexpected elements often create the most memorable moments. For operators, this means recognizing that small, seemingly secondary features can hold immense value for guests.   As summer transitions to fall, Matt and Josh invite listeners to reflect on their own guest experience lessons. What did you notice at attractions this summer—either as an operator or as a guest? Share your insights by emailing attractionpros@gmail.com or connecting on social media. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Skip The Queue is back for Season 7 and we're announcing some big changes! Get ready for new hosts, a fresh new look, weekly content and find out where you can catch us live at events to be part of the action.Skip the Queue is brought to you by Rubber Cheese, a digital agency that builds remarkable systems and websites for attractions that helps them increase their visitor numbers. Your host is Paul Marden  and Andy Povey.If you like what you hear, you can subscribe on iTunes, Spotify, and all the usual channels by searching Skip the Queue or visit our website SkiptheQueue.fm. Show references: Paul Marden The CEO of Rubber Cheese, Paul pairs two decades of digital expertise with a love of creative problem solving, making him the go-to guy for turning tricky tech into seamless guest journeys, all delivered with his trademark energy and wit.https://www.linkedin.com/in/pmarden/ Andy Povey The Co-CEO of Crowd Convert, Andy brings sharp insights, deep industry knowledge and notorious anecdotes from decades in attractions.https://www.linkedin.com/in/andypovey/  Transcriptions:  Paul Marden: Welcome to Skip the Queue, the podcast about the world's best visitor attractions and the people that work in them. I'm Paul Marden. Along with my co-hosts, Andy Povey and Sinead Kimberley, I spend my days working with ambitious attractions like theme parks, museums, galleries, and science centres to help them to attract more guests. In today's episode, Andy and I talk about what's coming up for Skip the Queue as we enter Season 7.Paul Marden: Seven seasons, hey? Good lord. How very exciting. We've had our summer holidays. We've had our little break, but there's no rest for the wicked, is there?Andy Povey: Absolutely not. You say it's a busman's holiday, really, isn't it?  Working in our industry.Paul Marden: I think it is, isn't it? Life has changed quite a lot for us recently, hasn't it? In the last few months, with the advent of Crowd Convert and Merac coming back to life again, we've been out on the road going everywhere, haven't we?Andy Povey: Absolutely everywhere. And I promise I'm not going to bitch about electric cars and charging.Andy Povey: That's the only thing I've found that annoys me more than a poor online ticketing experience.Paul Marden: Yeah, absolutely. So we have both been visiting lots of clients. It's been very exciting. But we've also both had our summer holidays. Which attraction is memorable for you from your recent holiday?Andy Povey: Do you know, there's so many. We took our girls to the longest named tourist attraction in the world, I think. Warner Brothers Studio Tour London, the making of Harry Potter. On their 11th birthday. Oh, how was that? We had a beautiful experience. They have this really smart trick there where if they note your birthday, they give you a badge that says, 'It's my birthday.'Andy Povey: It's modelled on the birthday cake that Hagrid gave Harry. So it's all completely in keeping and in theme. So my daughters were walking around with these and every member of staff we saw that saw the badge wished them happy birthday. The first member of staff that did it absolutely blew my girls' minds. They hadn't associated it with the badge that they were wearing and they thought that they were the most special people on the face of the earth.Andy Povey: Absolutely superb. And the experience itself is wonderful. So that was probably the most memorable. I did something else very recently that was a little bit unusual. So I'm a man in my 50s. I was a teenager, probably not even a teenager, a kid when Grease came out. And all my mates and all my friends raved about it, and I didn't go and see it. And I've been very proud of the fact that I've never seen Grease.Andy Povey: Until last weekend. When we went to the Secret Cinema showing of Grease in Battersea Park, wow, wow, what an experience. Live actors, live scenes with the film running in the background, the fairground sitting outside the auditorium, where the final set, if you've watched Grease ever, where they're in the fairground, went out there.Andy Povey: Such a fantastic experience. Really does make me wonder why we don't have more of our larger parks doing that kind of stuff in partnership with Secret Cinema. It would make you stay for the evening and really extend your day. Absolutely superb experience. So, if you get the opportunity to go and see it, please do.Paul Marden: How very cool.Andy Povey: Tell them Andy sent you, which will mean absolutely nothing.  How about you?Paul Marden: We recently went to Scotland. We spent a day, which was really not enough, in Edinburgh. And actually, as you're talking about the Harry Potter experience, we did a little Harry Potter thing because there is a graveyard, Greyfriars Bobby's graveyard.Paul Marden: It was the inspiration for many of the names in Harry Potter. And this graveyard was, I mean, it was chock full of every nationality of tourist you could possibly imagine, plus the three of us wandering around all trying to find Harry Potter themed gravestones. Yeah, so we found Tom Riddle's tombstone. We saw a McGonagall. Yeah, it was just, that was quite magical. But the thing that sticks in my head is we also visited the Real Mary King's Close. And when you walk along the Royal Mile, falling off the side of the Royal Mile are all of these tenement closes that three of them were capped over a couple of hundred years ago and completely forgotten about. Continuum attractions have turned them into an attraction that you can wander around. You get a guided tour of this time capsule of what life was like in a tenement block. In Edinburgh, it was rated last year as the best tourist attraction in Britain, according to TripAdvisor.Paul Marden: And it really, really was magical. It was such a fun visit. We were guided around by a tour guide in costume and in character the whole way around. And at the end of it, she introduced herself as coming from Philadelphia.Paul Marden: She was really really great guide, and I just loved it. I've seen them in the Rubber Cheese Survey for the last four years, and thought, 'What a funny name for an attraction? I wonder what that is?' And so, when I saw it, I had to go. I loved every minute of it, and it was brilliant.Andy Povey: I agree, it's a fantastic place. Did you see J. K. Rowling's handprints just around the corner?Paul Marden: No.Andy Povey: In the courtyard next to the entrance?Paul Marden: No, I didn't.Andy Povey: See, I think they were trying to do something like the Hollywood Walk of Fame, where there are famous people's handprints. I should have told you before. Is there something to go back for?Paul Marden: Oh, we'll definitely be going back. There was so much there in Edinburgh that we didn't get to see. You just couldn't do it in a day.Paul Marden: But so much fun. So much fun.Paul Marden: So we are into season seven. And just like the last few seasons, we've got lots of ideas, brimming with ideas, few changes. And we thought we would tease them for you here in this short non-episode, just to tell you about some of the things that are coming up. And yeah, shall we?Paul Marden: We'll talk about the first thing that you came up with, which was the move to weekly content.Andy Povey:  You're blaming me for this?Paul Marden: Absolutely. Absolutely.Andy Povey: I mean, the objective was to double the listenership of the podcast. And so you did that by doubling my work. And it seemed like it would be really, really easy to do that if we doubled the episodes.Andy Povey: So, yeah, we're going weekly. I'm sure we're going to have plenty to fill it. Because you look at all of the interesting stories we come across, the people that we talk to, the things that we want to talk about, and we end up editing and cutting things. So I'm convinced that we're going to have loads of really exciting things to talk about. We're also going to introduce a couple of different themes. So do you want to talk about the Millennium-funded projects?Paul Marden: Yes, so this is carrying on the theme that I started back at the back end of Season 6. When I spoke to another Edinburgh attraction, Dynamic Earth. They were a good example of a Millennium project that was obviously kicked off 25 years ago. And we had a lovely conversation about what has been the challenges, what has been the opportunities for them in the last 25 years, and what does the future look like? I'm off to the Association of Science and Discovery Centres conference next week. That episode will be out in a few weeks' time. And we're going to be talking a lot about science centres. and how they can thrive over the next 25 years. But we'll be talking to some other Millennium projects as well in the season ahead. So Charles Bishop from the National Space Centre, if you're listening, give me a call.Andy Povey: I'm going to try and hound you to appear on the podcast.Paul Marden: We've also, this is very self-indulgent, but we are going to be going through a little bit of a rebrand. The Skip the Queue brand has stayed the same for the six seasons. And our friends at Plaster Creative Communications have been working really hard. They're the only reason why we could possibly go weekly with our content because Emily and Sami are helping us to ramp up our content and working with us closely. But they've also helped us with our rebrand, which is also going to be an audio rebrand. So there's going to be some new audio tickling your ears coming up as well, which is very exciting.Andy Povey: It's not just the rebrand though, is it? Let's talk about the other things that we're going to be doing with Skip the Queue.Paul Marden: Yeah. Should we talk playbooks?Andy Povey: Absolutely. Tell me what it means.Paul Marden: So I, for a long time, thought that there was something that Skip the Queue could do because, you know. Yes, this is our baby, but it is a lot of hard work from across the industry that goes towards making the podcast the success that it is. And we're going to move that successful collaboration into a series of playbooks where we're bringing together people from across the industry to help guide attractions into... the state of the art and what's possible within the sector across a number of different subjects. And we're starting that with e-commerce. So we're currently collaborating with our friends at Stephen Spencer Associates and at Navigate. And we're producing the first in that playbook series all about what... What does it take to be able to build an amazing e-commerce experience for an attraction? How do you curate the products?Paul Marden: How do you come up with the ideas? How do you put the technology together? And then how do you get anybody to come and visit and buy from you? So that's very exciting.Andy Povey: So that's more of your gift shop. Retail e-commerce.Paul Marden: Absolutely. Absolutely. And there'll be room as well within the series for us to talk about other things as well. So we are completely open to ideas. So listeners, if you've got ideas of a playbook that you'd like to see, it could be about digital sustainability. It could be about ticketing. It could be about any aspect of operating an attraction. Come and tell us and come up with ideas of who we could work with and we'll put something together for you. So I think that's really exciting, and that will be coming out in a few weeks' time.Andy Povey: Very interesting. Look forward to that.Paul Marden: We were excited in Season 6 to break out of the four walls of our little dungeon offices, working via video conferencing and going out and about, weren't we? We absolutely loved visiting the NFAN Conference, ASDC.Paul Marden: We worked from the floor of so many different events, didn't we? And tried lots of formats. And we definitely, definitely want to do more of that. And there's an exciting turn because weekly isn't enough, is it?Andy Povey:  If you're going to do it, go big. Go big or go home.Paul Marden: We have been invited to the IAAPA Europe Conference Expo in Barcelona, no less. And we are going to be coming into your ears daily, not weekly, daily.Paul Marden: So we have got an amazing lineup of people that we are going to be talking to from the conference floor. But there's also so much time to fill. We don't know who we're going to talk to. We're going to be hitting the floor and just grabbing people, just like we did at NFAN. You'll be out, Andy, just hooking people. And we'll be talking to them. And we plan to do those interviews during the day, and Wenalyn and Steve, our long-suffering editorial and production team, will be working furiously through the night to publish the following morning.Andy Povey: Fantastic. So do we need to talk about our launch episode for Season 7?Paul Marden: Yes.Andy Povey: As this is just the trailer.Paul Marden: Yes. So in 29 minutes, I will be recording my launch episode. So I'm meeting with Massimiliano Freddi, who is the IAAPA board chairman. We're going to find out more about Massimiliano. Not only is he the first Italian chairman of IAAPA, which has been in existence for over 100 years, I believe. We are also going to find out about what he does in his day job and the attraction that he runs over in Italy. So that's a very exciting first episode. So we will be launching that episode 17th of September, and then we will be live from Barcelona starting on the 23rd and going out daily from there on for the rest of that week. I mean, what more could we want? Andy Povey: It's justification for the family for me going to Barcelona after just having returned from Menorca so daddy does a holiday work.Paul Marden: We've at least got to walk down Las Rambla and chat about the conference we can't just be within the expo location surely. A little vino tinto on.Andy Povey: I'm sure we will be at Tribudabo at what, in my experience, this is the third time I've been to IAAPA in Barcelona. But the opening night party in Tribudabo has always been one of the most fantastic events I've ever been to. The view over the city at night with rides and superb food, drink and entertainment going off behind you is just  out of this world.Paul Marden: But it's work just for anyone that's listening outside the door right now.Andy Povey: Very hard work for very important people.Paul Marden: Yes so we are still planning out the rest of season seven, obviously going weekly, lots of opportunities for us to talk to lots of people. If you've got ideas for themes or people that we could interview, we are absolutely all ears. So hit us up on LinkedIn, hello@SkiptheQueue.fm, or go to the website, skipthequeue.fm. Yeah, and you'll find all of our contact details and we'd love to hear from you with ideas of what we could do for the rest of this season. What would you find interesting? Apart from that, we're going to sign off. I've got an interview to go to in 25 minutes. We will be back with you on the 17th of September with our first episode and from IAAPA on the 23rd of September for the rest of that week.Andy Povey: You're going to be on IAAPA. Come and find us. Come and have a chat.Paul Marden: Looking forward to it.Paul Marden: Skip the Queue is brought to you by Rubber Cheese, the digital agency that creates amazing websites for ambitious visitor attractions.  The 2025 Visitor Attraction Website Survey is now LIVE! Dive into groundbreaking benchmarks for the industryGain a better understanding of how to achieve the highest conversion ratesExplore the "why" behind visitor attraction site performanceLearn the impact of website optimisation and visitor engagement on conversion ratesUncover key steps to enhance user experience for greater conversionsTake the Rubber Cheese Visitor Attraction Website Survey Report

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Coen Bertens is the owner of Coen Bertens Consultancy, where he partners with leisure and hospitality operators on operations, leadership, and guest experience. After beginning his career in banking, Coen joined Efteling in the Netherlands, where he moved from finance to operations, ultimately serving as director/CEO of the park. During his tenure, Efteling earned national recognition for guest friendliness and advanced a long-term, story-driven resort vision. In this interview, Coen talks about starting with people, shifting culture, and creating one fan a day. Starting with people “How you treat your people is how you treat your guests… you have to start with your people and change them into ambassadors.” Coen explains that Efteling's transformation didn't begin with guest-facing tactics—it began by equipping employees. Guided initially by advice from Lee Cockerell, the team built a “personal compass,” a single digital place where employees sought and shared feedback, identified talents, and aligned those talents to both personal growth and organizational contribution. Rather than pushing a hospitality script, leadership focused on pride, ownership, and talent development so that frontline teams would naturally deliver better experiences. That shift also meant moving decision-making closer to the work. Managers stopped “running and doing all the tasks,” and responsibilities—like resolving complaints on the spot—moved to the frontline. The results compounded: ideas surfaced faster, confidence grew, and service recovery became immediate instead of hierarchical. Shifting culture “We knew that if you want to be the most guest-friendly company… it's about changing the culture.” Culture change started with clarity of vision. A survey revealed that only a small slice of leaders could articulate Efteling's vision; nearly everyone else operated without clear goals. Coen's team distilled the vision into a simple, memorable “nine-plus organization”—akin to striving for a five-star standard—and recruited 50 internal ambassadors to spread it. Leaders repeated the vision constantly and connected it directly to tools like the personal compass so it lived in daily routines, not just on a wall. Empowerment mechanisms reinforced the shift. An Innovation Lab replaced the “idea box,” inviting students and staff to pitch solutions onstage to a centralized steering team. One standout idea—using VR to let guests with disabilities experience the Dreamflight dark ride alongside their families—came from a student, not management. Coen also shares a pivotal New Year's Eve story: when buses failed to arrive after midnight, employees self-organized to drive hundreds of guests home. That response—spontaneous, generous, and owned by the frontline—became a living metric of culture more powerful than any dashboard. Creating one fan a day “Keep it simple: create one fan per day… everyone has the time to create one fan per day.” A hospitality professor's advice became a durable operating principle: small, intentional moments scale culture. With ~800 employees a day, one fan per person translates into more than a million fan moments annually. Crucially, it's not about giveaways; it's about personal attention. In Efteling's Fairytale Forest, for example, an employee simply walks a parent and child to the restroom through winding paths, turning wayfinding into a warm, human interaction. Coen ties these moments to financial outcomes with a simple restaurant story: when service anticipates needs: right table, timely drinks, favorite refills, guests happily spend more and tip more. The message to teams is direct and doable: limit training topics, interact far more than you lecture, gamify learning, and repeat small behaviors daily until they become instinct.   For inquiries and further information, connect with Coen on LinkedIn—he welcomes messages and is happy to share tips. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Ob Symbolica in Efteling oder Maus au Chocolat im Phantasialand – ETF Ride Systems aus den Niederlanden hat die Dark Ride-Landschaft revolutioniert. In dieser Folge sprechen wir mit Chief Sales Officer Jos Sloesen über die Entstehung des Trackless-Systems, die Vorteile gegenüber klassischen Schienenfahrten und die neueste Innovation: den Dynamic Mover. Wir erfahren, wie ETF mit optischen Navigationssystemen, autonomer Fahrsteuerung und cleveren Reinigungsmodulen die Zukunft der Freizeitparktechnik gestaltet. Außerdem geht's um die Zusammenarbeit mit Efteling, die Entwicklung preisgünstigerer Systeme und die Frage, warum man bei ETF keine Horror-Attraktionen findet. Eine Folge voller Technik, Themenfahrt und Tiefgang - viel Spaß!

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't! In any organization, the challenge of coaching employees lies in going beyond simply correcting mistakes or giving direction. Leaders often struggle with balancing accountability and support, while ensuring coaching conversations remain productive and motivating rather than intimidating. In this episode, Matt and Josh talk about how coaching can be transformed into a meaningful, structured process by using Matt's acronym “COACH,” which breaks down the essential elements of effective coaching in the workplace. C – Conversation "It starts with a relationship, and the relationship starts with a conversation." Matt emphasizes that coaching begins with genuine, informal conversations that build trust and rapport. By connecting with team members in a non-threatening way, leaders lay the groundwork for more meaningful dialogue about performance and growth. Josh adds that framing it as a “conversation” rather than discipline helps employees feel comfortable and open. O – Observation "You're observing with your eyes… you're really listening to what they have to say." Observation is more than just hearing words—it's about reading body language, tone, and consistency between words and actions. Matt points out that focused observation helps leaders truly understand their team members, while Josh relates it to the concept of “management by wondering around,” where leaders intentionally gather insights by being present. A – Ask Questions and Assess "Until I ask more questions and dive in, I won't know if I'm answering the right question." Asking thoughtful, open-ended questions uncovers deeper issues that may not be obvious at first glance. Assessing the responses ensures that leaders don't jump to the wrong conclusions. Josh draws a parallel to service recovery, where skipping ahead to solutions often leads to addressing the wrong problem. C – Connect the Dots "To me, this is the coach's superpower." Matt highlights that a coach's unique value lies in making connections employees may not see themselves. Whether it's linking patterns of behavior or uncovering underlying causes of challenges, connecting the dots creates “light bulb” moments that drive real growth. Josh notes that this requires active, intentional leadership that goes beyond simply checking boxes. H – Help and Hold Accountable "The coach isn't going to be the one that does it… it's all about them." The final step is providing guidance on how to move forward and ensuring accountability for follow-through. By helping team members prepare for conversations or challenges, and then checking back in, leaders empower employees to act with confidence. Josh explains that accountability is more effective when it's expected and structured, not a surprise.   Coaching is both an art and a science, and Matt's COACH model offers a framework for leaders to foster growth and accountability in their teams. What strategies do you use when coaching your employees? Share your suggestions with us by emailing attractionpros@gmail.com or joining the conversation on social media.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

  In this episode of Trade Show Talk, host Danica Tormohlen interviews Alice Mathu, VP of Business Development and Partnerships at the International Association of Amusement Parks and Attractions (IAAPA).  Mathu shares her remarkable career journey from Kenya to the U.S. and dives into IAAPA's global expansion, including their highly anticipated events in Europe, Asia, and the Middle East. The conversation also highlights the innovative strategies and attractions at IAAPA's flagship Expo in Orlando.   Additionally, Tommy Goodwin, EVP for the Exhibitions and Conferences Alliance, provides a timely advocacy update, discussing key issues such as tariffs, workforce development, and potential government shutdowns.  00:00 Introduction to Trade Show Talk  01:10 Meet Alice Matthew: A Powerhouse in the Global Exhibitions Industry  02:58 Alice's Journey from Kenya to the US  04:06 Discovering a Passion for Events  06:37 Joining IAAPA and Early Career Highlights  10:56 Challenges and Innovations in the Exhibition Industry  20:10 Expanding IAAPA's Global Reach  28:08 Effective Communication with Stakeholders  28:35 Shanghai Show Overview  29:30 Unique Challenges in China  31:20 Middle East Expo Expansion  35:08 Strategic Partnership with Licensing International  38:57 Personal Insights and Fun Questions  44:28 Advocacy Update with Tommy Goodwin  51:23 Government Shutdown Concerns  54:21 Conclusion and Farewell    This episode is brought to you by Legends/ASM Global. 

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Connecting employees to the mission of an organization is a challenge faced by both nonprofit and for-profit attractions alike. While many companies have a mission statement written on the wall or tucked into a handbook, the real impact comes when team members truly live and breathe it in their daily work. Recently, the AttractionPros community was asked how to connect employees to the mission beyond training and orientation. In this episode, Matt and Josh talk about creative, authentic ways organizations are engaging employees with their mission and the practical strategies leaders are using to foster genuine buy-in. Making Roles Relevant "I think it's important for employees to know exactly where their role fits in in achieving the mission." – Kelly One key approach is showing team members how their work directly contributes to the larger purpose. Kelly shared her experience at a history museum, where orientation tied every role—no matter how behind-the-scenes—to the mission of storytelling. By making the mission specific and personal, employees feel valued and connected. Mission Beyond Nonprofits "Our mission is at the forefront of most everything we do at Hershey Entertainment and Resorts Company." – Jeff While mission-driven cultures are often associated with nonprofits, Jeff from Hershey Entertainment demonstrated how deeply mission can be embedded in a for-profit business. Through internships, education, and community outreach, Hershey connects its legacy to both guest experiences and long-term societal impact. This shows that mission alignment is just as critical in commercial organizations. Leadership Modeling the Mission "By consistently embodying our organization's mission, we built greater trust and belief among our team members." – Chris Chris emphasized that the mission must be demonstrated from the top down. When management actively participates in frontline activities, it reinforces credibility and trust. For employees to embrace the mission, they must see leaders living it every day, not just in one-time gestures. Recognition and Reward "What you are reinforcing are behaviors that align with your mission." – Michael Recognition programs should move beyond generic rewards to focus on behaviors that support the mission. Whether through incentives or acknowledgment, employees should feel that their alignment with organizational values is seen and celebrated. This transforms recognition into a meaningful reinforcement tool. Listening and Feedback "Be open to hear the good and bad. Be respectful and kind." – Gil An open culture ensures the mission is continuously evaluated and strengthened. By encouraging feedback—even when it's critical—organizations show that the mission is bigger than hierarchy. This openness fosters inclusivity and collective ownership of purpose. One-on-One Connections "One-on-one conversations… may feel like not the best use of hours… but could spread like wildfire through the rest of the team." – Brandon Individual conversations with employees create authentic pride and connection to the mission. While not scalable like company-wide messaging, these personal moments can have an outsized cultural impact. As Matt added, the biggest difference can sometimes be made with the smallest audience. Building Buy-In "Another consideration is reviewing the mission annually or biannually." – Eric Eric highlighted that real mission connection requires regular reflection and inclusion of all stakeholders. From frontline employees to executives, everyone should feel ownership. By revisiting the mission consistently and transparently, organizations nurture buy-in and prevent the mission from becoming just words on paper.   From leadership modeling to one-on-one conversations, each approach reinforces the idea that authentic engagement goes far beyond a plaque on the wall. Now, we'd love to hear from you: How does your organization connect employees to the mission? Share your thoughts with us on social media or email us at AttractionPros@gmail.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/ IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Matt Cooper is the Founder of SPRK Lighting. With a background in music, theater, and AV integration, Matt brings a unique blend of creative and technical expertise to the attractions industry. After realizing that many of his theater colleagues had moved into theme parks, he joined the industry himself and soon found that lighting design in attractions offered a dynamic canvas for storytelling. SPRK Lighting, founded in 2018, focuses on immersive and intentional lighting design for location-based entertainment venues. In this interview, Matt talks about a novel approach to lighting, theater realism, and budget vs. coordination. Novel Approach to Lighting “It was a novel approach to lighting design, specifically for attraction spaces… It was fun, it was creative, it celebrated the collaboration of a team.” Matt's entrepreneurial mindset led to the founding of SPRK Lighting with the goal of breaking the mold of the stereotypical grumpy lighting designer. Drawing from his AV integration background, he embraced the design-build model—less common in attractions—which allowed for a more seamless creative process from concept through installation. Matt believes lighting should be accessible, collaborative, and joyful, and that this approach is not only artistically fulfilling but also more cost-effective for regional attractions. By tightly integrating design and execution, SPRK eliminates the common friction between designers and integrators, maximizing value for operators, especially those with lean budgets. Theater Realism “We attempted to bring a kind of theater realism, which isn't real reality, but it's our interpretation of reality.” Using a Shanghai project as an example, Matt explained how traditional exhibit-style lighting gave way to more dramatic, theatrical techniques that brought static environments to life. Applying knowledge from live theater—such as manipulating texture, day-to-night transitions, and environmental dynamics—he and his team created lighting effects that made miniature cities appear to breathe. This philosophy elevates lighting beyond utility into a powerful storytelling tool. Whether enhancing drama in a haunted house or invoking wonder in a children's attraction, Matt emphasizes that lighting can serve as a primary medium for delivering emotional impact—when it's treated as part of the narrative, not just a technical necessity. Budget vs. Coordination “It isn't always a budgetary issue. It's often a coordination issue.” Matt argues that many lighting limitations attributed to budget are actually rooted in a lack of early collaboration. He stresses that meaningful creative integration requires upfront alignment between designers, fabricators, and operators. Too often, infrastructure like power and data is overlooked until late in a project, resulting in compromises that diminish guest impact. Instead, Matt advocates for early conversations that prioritize guest experience, ensure infrastructure supports design goals, and allow the team to find cost-effective yet compelling solutions. As he says, a great guest experience doesn't come from the most expensive lights—it comes from lights used with purpose, collaboration, and care.   To learn more about SPRK Lighting, visit www.sprklighting.com or connect with Matt on LinkedIn. Whether you're designing a roller coaster or a cookie shop, he's always open to talking about lighting, bourbon, or Dippin' Dots at IAAPA. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/ IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't! Every year, Matt embarks on a coaster-packed adventure known as CoasterNerdCon (CNC), and this time, the journey took him across Europe to explore some of the continent's most iconic theme parks. While the thrills were plenty, the biggest takeaways came from the unique operational practices, cultural nuances, and creative design elements that make European parks distinct. In this episode, Matt and Josh talk about Matt's CNC 2025 trip and what the U.S. attractions industry can learn from parks in the Netherlands, Belgium, Germany, and beyond. Parking Efficiency and Operational Design "You pay for parking on the way out." In contrast to the standard U.S. practice of paying for parking upon arrival, European parks often collect parking fees as guests exit. This adjustment alleviates early morning bottlenecks and allows guests to flow into the parks more smoothly. Matt noted the process was surprisingly efficient, especially when paired with mobile QR code systems. Cultural Influence on Park Hours and Expectations "Europeans want to go home for dinner." Many parks Matt visited closed as early as 6 or 7 PM—a surprising shift from the late-night hours common in the United States. This practice aligns with European cultural norms around evening family dinners, emphasizing how societal values shape operational decisions, even at the cost of potential late-night revenue. Quiet Platforms and Safety through Simplicity "There were no loud spiels... just a thumbs up and you go." Matt observed that European ride platforms are notably quieter than their American counterparts. Without booming safety announcements, parks rely on body language, gestures, and rider intuition—reflecting a different approach to liability and guest trust, possibly stemming from less litigious cultures. Laughter is Universal "Smiles, laughter… it doesn't matter what language you're speaking." Whether at a German theme park or a splash pad in Chicago, Matt and Josh reflected on how joy transcends language. Laughter, excitement, and human connection provide a universal language—an important reminder for guest-facing teams everywhere. The Power of Industry Connections "You must be one of us." Matt recounted how introductions from one industry peer led to behind-the-scenes access, personal tours, and new friendships. These moments underscore the importance of professional networking within the attractions industry and the unique camaraderie shared by theme park enthusiasts. Constraints Fuel Creativity "There's no trademark on creativity." Parks like Efteling and Phantasialand thrive despite physical limitations like land usage caps or height restrictions. Instead of seeing these as barriers, they use them to drive innovation. Layered layouts, immersive theming, and integrated storytelling show how limitations can lead to imaginative breakthroughs. Authenticity vs. Theming "Is it still theming when it feels this real?" Europa Park's recreation of European countries felt so authentic that Matt questioned whether it crossed from themed design into genuine reality. Unlike caricature-style lands, these parks replicate realistic environments with subtlety and accuracy—offering immersion without overstated fantasy. Cross-Cultural Communication "Body language and gestures became our best tools." Though Matt doesn't speak German or Dutch, navigating the parks was easier than expected thanks to signage, body language, and intuitive design. The experience heightened his empathy for international visitors to U.S. parks and reinforced the value of non-verbal communication. Reawakening the Park Brain "I was using a part of my brain I hadn't used in a while." Visiting unfamiliar parks reactivated Matt's instincts as a theme park guest. Without relying on familiarity, he had to think critically and observe cues—an experience that reminded him how important way finding and signage are for first-time visitors. Doing More Than You Have To "They didn't have to do that—but they did." Matt highlighted dozens of examples where parks went beyond expectations: themed observation decks, treetop walkways, immersive queue shows, and even whimsical guardrails. These touches exemplify how small creative choices elevate the entire experience and build long-term guest loyalty. From logistics to laughter, from constraints to creativity, CNC 2025 provided Matt with profound insights into what makes theme parks in Europe not just operationally efficient but emotionally impactful. Whether it's walking a new path, connecting with a fellow professional, or reimagining what's possible within your budget, there are countless lessons to be found when you look beyond your own borders. Have you had a similar international experience or takeaway from visiting a theme park or attraction abroad? We'd love to hear your thoughts! Share your stories and insights by reaching out on social media or by emailing attractionpros@gmail.com.   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Ob Top Spin, Breakdance oder Frisbee: Fahrgeschäfte von HUSS sind echte Klassiker – und kaum ein Volksfest kommt ohne sie aus. Nach einigen eher ruhigen Jahren meldet sich der Bremer Hersteller lautstark zurück. Wir sprechen in dieser Folge mit Vertriebsleiter und Kreativdirektor Lars Hartmann über die bewegte Geschichte der Firma – vom Schiffsbau über Tabaksortiermaschinen bis zur Gründung des ikonischen Breakdance. Über 65 Anlagentypen hat HUSS in den letzten Jahrzehnten entwickelt, über 1.000 davon weltweit ausgeliefert. Mit frischem Portfolio, neuem Markenauftritt und doppelt so vielen Attraktionen wie vor der Pandemie rollt der Traditionshersteller zurück auf die Überholspur. Eine Folge voller Schwung, Schleudergang und Storys aus der Hochachsenthematik!

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What's the one premier event that brings the global attractions industry together? IAAPA Expo 2025, happening in Orlando, Florida, from November 17th through 21st. From breakthrough technology to world-class networking and immersive education, IAAPA Expo 2025 is where you find possible.  And, just for our audience, you'll save $10 when you register at IAAPA.org/IAAPAExpo and use promo code EXPOAPROSTEN. Don't miss it — we won't!   Olly Morgan is the Founder and CEO of Ventrata. With a background in software engineering, Olly entered the travel and attractions industry by building a ticketing system for an online travel agency before founding Ventrata. What started as a necessity after a job loss evolved into a decade-long journey to develop an enterprise-level ticketing solution tailored for large attractions, tour operators, and museums. Ventrata now powers mission-critical systems across the globe, all while being built organically without large rounds of funding. In this interview, Olly talks about persistence over scale, staying true to the culture, and adapting the operations to the technology. Persistence over scale “There's never been any kind of grand strategic plan or chess move. It's just been persistence, honestly, on that path.” Rather than pursuing aggressive scaling or courting large-scale venture capital, Olly built Ventrata by focusing on solving real problems in the industry. In the early days, he lived and worked like a monk in the Czech Republic, coding relentlessly with a small team. That laser focus on product development, not scaling for the sake of growth, allowed the company to form a strong foundation. Even during the pandemic, when the travel industry was severely impacted, Ventrata found momentum by offering modern, cloud-based alternatives to legacy systems. The company's growth came not from massive investment but from consistent progress, deliberate decision-making, and building technology that could truly serve enterprise needs. Staying true to the culture “You've got to stay true to your people and your culture… The second you forget that and try to be something else, it never goes well.” As Ventrata scaled to over 120 employees, Olly remained committed to cultivating a culture rooted in shared values and a unified vision. The team has remarkably low turnover, with only five employees leaving in the company's 10-year history. Olly attributes this to a clear focus on mission-driven work and hiring individuals who care more about purpose than prestige. Instead of hiring flashy executives from big-name companies, Ventrata has relied on the original team and those aligned with the culture. This approach has allowed them to navigate growth pains—like introducing structure and hierarchy—without sacrificing the familial bond that formed in the company's earliest days. Adapting the operations to the technology “Align yourself really closely to the strengths of a platform that closely matches your requirements—and then completely leverage that.” Olly challenges a common approach in the attractions industry: creating long, rigid lists of tech requirements and expecting software companies to conform. Instead, he advocates for attractions to choose a tech partner whose product direction they trust, and then adapt internal operations to align with the software's strengths. This philosophy, illustrated through Ventrata's partnership with Big Bus Tours, allowed for a transformative change during the pandemic. Rather than over-customizing, Big Bus adopted the system's approach, which led to more efficient implementation and better long-term results. Olly emphasizes that success comes not from Frankenstein-style customization but from mutual alignment and a willingness to embrace change, with technology providers playing an active consulting role during implementation. For more information about Ventrata or to contact Olly directly, you can email him at oliver@ventrata.com. To learn more about the company and its offerings, visit ventrata.com.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

Asia was expected to become the new theme park capital of the world—then the pandemic hit.  IAAPA Asia drew 7,000+ attendees to Shanghai, but is that enough to signal Asia's tourism comeback? Philip reports from the show floor, including takeaways from Disney executive Jill Estorino's keynote, where she credited young adult women with shaping the guest culture at Shanghai Disneyland—impacting everything from merchandise and mobile content creation to how F&B is presented across the park. Meanwhile, Legoland Shanghai, including its eight themed lands, 85 million bricks, and resort-wide creative choices, has set a new quality bar for IP-driven family parks in the region. With the Chinese park market projected to nearly double by 2028, we ask: Is the APAC surge real—and what lessons should operators everywhere take from Shanghai's blend of detail, service, and social-savvy design? Listen to weekly BONUS episodes on our Patreon.

In der letzten Episode waren wir exklusiv auf der Baustelle des neuen Scotland-Yard-Rides unterwegs. Im zweiten Teil unseres Double Features richten wir den Blick nun auf das Ravensburger Spieleland selbst – gemeinsam mit Geschäftsführerin Sieglinde Nowack. Seit über 25 Jahren begeistert der familienfreundliche Freizeitpark am Bodensee mit interaktiven Attraktionen und jeder Menge Mitmach-Abenteuer. Doch was steckt hinter der Erfolgsgeschichte des Spielelands? Welche Philosophie treibt das Team an – und wie gelingt es, Spiel, Marke und Bildung in einem modernen Freizeitkonzept miteinander zu verbinden? Im Gespräch mit Sieglinde Nowack erfahren wir, wie sich der Park seit seiner Eröffnung entwickelt hat, welche Herausforderungen der Alltag eines Erlebnisparks bereithält, wie es zur Kooperation mit aufwind kam – und warum die Rafting-Bahn einem trackless Darkride weicht.

"The Great Reset," Six Flags' new strategic plan, aims to reach 58 million in annual attendance and $3.8 billion in revenue by 2028. The 88-slide presentation boils down to one thing: a better product makes more money. The plan gives concrete examples of what industry professionals have known for decades—improving the guest experience means guests will want to come back and spend more, convert to annual passes, bring their friends, and grow market penetration. And Six Flags has laid out an excellent plan, complete with benchmarks, examples, and research. But - can the newly merged mega-chain deliver? It sounds simple, but executing doesn't always work out. Plus: why Falcon's Beyond buying Oceaneering tips the turnkey arms race, and what IAAPA's board thinks about staffing, storms, and tariffs. Tune in—then catch the gloves-off debate in Green Tagged Unhinged on Patreon.

In this episode of The Digital Executive podcast, Brian Thomas welcomes Jakob Wahl, CEO of IAAPA, the leading global association for the attractions industry. Jakob shares his inspiring journey from program manager to CEO, highlighting pivotal moments like honoring trailblazing members and expanding IAAPA's mission of connection, innovation, and inclusivity. With heartfelt stories, including the creation of Morgan's Wonderland, Jakob emphasizes the power of community in driving industry-wide change.Wahl also discusses IAAPA's strategic initiatives around safety, sustainability, workforce development, and global growth—including the launch of the IAAPA Expo Middle East. His insights on evolving trends like immersive accommodations, tech-driven experiences, and the use of intellectual property underscore IAAPA's role as a catalyst for industry progress.

In this bonus episode, we present the complete remarks from Massimiliano Freddi, IAAPA Chair of the Board and Wonderwood CEO, recorded at the IAAPA North America Summit. Hear Freddi's powerful perspective on why attractions should become catalysts for true social connection—from countering phone addiction to designing transformative guest experiences. Tune in to discover new insights on how parks can foster genuine togetherness in a fast-paced, digital world.

Go behind the scenes at Disney with exclusive takeaways from IAAPA's North America Summit 2025 at Disneyland Resort! Philip shares first-hand insights from Disney executives on the thoughtful redesign of Toontown and how small, intentional changes create significant guest experience improvements. Discover how Disney balances operational necessities with guest comfort through innovative solutions - from stroller parking zones to decompression spaces to mixed-and-match cast costumes that enhance storytelling. We explore why seemingly simple elements like tables, chairs, and even non-flat grassy areas faced resistance yet proved crucial for guest satisfaction. Scott provides industry context to these practices, making these high-level insights applicable to attractions of all sizes. Listen to weekly BONUS episodes on our Patreon.

Tim Murphy is the CEO of APX Operating Company LLC, dba Boomers Parks, owned by Cerberus Private Equity ($60B AUM). Boomers Parks operates six family entertainment centers and two water parks in California, Florida, and New Jersey. Since becoming CEO in 2020, Tim led Boomers Parks from bankruptcy to profitability within a year, amidst a global pandemic. Initially operating at a $10 million loss, he revamped the customer experience and introduced new revenue streams, resulting in a 180% revenue increase in 2021 and continued growth through today. Tim began his 35+ year career at Walt Disney World and has worked with over 150 entertainment, restaurant, and food & beverage brands at more than 10,000 locations in senior roles. He is also a Board Director at Coney Park & Happy City, part of The Carlyle Group ($426B AUM), which operates 100+ family entertainment centers in Latin America. Tim's expertise includes top brands like Disney, Darden Restaurants, Jimmy John's, Applebee's, and Sonny's. He has managed over 35 transactions involving 1,200+ locations, negotiating deals from $11 million to $350 million+. He is a member of IAAPA, CAPA, FAA, AAMA, NRA, CRA, WWA, ICSC, and IFA, and is a licensed commercial real estate broker in Florida. Tim holds a BS/BA in Accounting from the University of Central Florida and an MBA in Finance from Orlando College. Connect with Tim at Tim@BoomersParks.com and on LinkedIn at TimMurphyCEO.  

This week: Universal's Horror Unleashed Opens Aug 14; The Haunt Industry will gather in St Louis this week for the world's largest Halloween Trade Show; Highlights from IAAPA's Middle East Trade Summit; "Alien: Earth" invades SXSW with an immersive pop-up experience; Spirit Halloween reaches $1 Million milestone in donations; Read the stories here.

Come with us to IAAPA's Middle East Trade Summit in Riyadh, Saudi Arabia. This episode is presented as a series of diaries over the course of three days, so you can hear our reactions in real-time to Qiddiya City and BLVD World. 

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   This episode is brought to you by New Vue. New Vue is a team of attractions experts providing an ‘all-in-one' reporting suite for attractions businesses. Their reporting solution empowers attraction leaders to make well-informed decisions, based on real-time data. New Vue also build slick websites that elevate your digital guest experience and provide strategic support to help you with booking systems and all of your IT needs. Jim Futrell is the Historian for the National Amusement Park Historical Association and IAAPA. With over 40 years of experience researching and preserving amusement park history, Jim has authored multiple books and articles on the subject and is recognized as a leading voice in the field. In this interview, Jim talks about amusement park history, putting context on history, and shared experiences across generations. Amusement Park History “One of the first watershed moments in amusement park history was the 1893 World's Columbian Exposition in Chicago. It gave birth to the modern amusement park industry.” Jim discussed how the exposition introduced the Midway Plaisance, which became a blueprint for amusement parks worldwide. Attractions like the Ferris wheel captivated visitors, and the fair's profitability from entertainment inspired park developers to embrace thrilling rides and immersive environments. Jim highlights key moments, such as the development of John Miller's under-friction wheel in 1919, which revolutionized roller coaster safety and design. This innovation allowed coasters to evolve from scenic rides to thrilling centerpieces of amusement parks. According to Jim, these milestones laid the foundation for the resilient and ever-evolving amusement park industry we know today. Putting Context on History “Being a true historian isn't just memorizing facts—it's about contextualizing them within a broader framework.” Jim emphasized how understanding historical context deepens our appreciation of amusement parks. For instance, he explored how global events like World War I and II transformed the industry. After World War II, the rise of suburbanization and interstate highways shifted parks from urban centers to sprawling suburban attractions, such as Disneyland. He also shared examples of how past myths about the industry, such as Disney's alleged detachment from IAAPA or the history of Blackpool Pleasure Beach's membership, were debunked through diligent research. For Jim, the essence of amusement park history lies in connecting these moments to broader societal changes. Shared Experiences Across Generations “Amusement parks are one of the few places where you can share the same experience across generations.” Jim passionately described how amusement parks enable families to create multi-generational memories. He shared a personal story about how his family has ridden Kings Island's carousel for six generations, underscoring the industry's ability to preserve nostalgia while remaining relevant to new audiences. Jim noted that balancing tradition with innovation is critical for parks. They must honor iconic attractions while introducing new experiences that resonate with modern guests. For example, parks like Knoebels and Kennywood have thrived by preserving their history and making forward-thinking investments.   Jim Futrell's dedication to preserving amusement park history offers valuable insights into how the industry's past shapes its future. To connect with Jim directly, you can reach him on LinkedIn or Facebook. To learn more about the National Amusement Park Historical Association and IAAPA, visit their websites.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Immigration reform, tariff hikes, federally controlled ride safety, and drone regulations - The Trump Administration's policies will shake up the theme park industry, and we must be ready. This week, we discuss IAAPA's position on these critical topics, including how changes to youth employment laws and visa programs might address the looming labor crisis. We explore the financial strain tariffs could place on park development and why IAAPA advocates for federal no-fly zones over amusement parks to ensure safety and security. Join us as we unpack the big questions: Can the industry adapt? And what should operators do to prepare? Subscribe to our Patreon for weekly bonus shows.

Scott is unavailable this week, so we're airing a panel discussion from IAAPA 2024. The panel, "IAAPA Fireside Chat: Inspiring Minds of the Industry," combines large and small attraction operators to discuss 2024 and industry trends. During this presentation, you'll hear how Mojang Studios is joining forces with Merlin Entertainments to bring Minecraft adventures to life in the real world through immersive and interactive attractions. Featured in this discussion: Kayleen Walters, VP of Franchise Development for Microsoft; Scott O'Neil, CEO of Merlin Entertainments; Jakob Wahl, President and CEO of IAAPA; Robert Dahl, Founder & CEO of Karls Erlebnis-Dörfer; & Steve Thomas, President of Business Operations for Belmont Park. Become a supporter of this podcast: https://www.spreaker.com/podcast/green-tagged-theme-park-in-30--4568806/support.

Eh, Yo! We have a lot to talk about this week. We are joined by Brent Bushnell one of the owners of Two Bit Circus. We chat with Brent today about Two Bit Circus, IAAPA 2024, his new project DIY Artcade, and the indie arcade space. This year I finally made it to IAAPA and got to meet Brent for the first time. Brent had a booth where Armed & Gelatinous and KungFu Kickball were displayed along side DIY Artcade. Brent comes from a family of gamers, his dad started Atari and Chuck E Cheese, and his brother Tyler has been on the show for his system Polycade. In the time that Brent has been running Two Bit Circus he has helped kids build prototypes for games they are making, this history has lead him to making DIY Artcade. An open source project to help game developers get their projects into arcade cabinets easier and cheaper than they could before. Check out the whole video to learn more about Two Bit Circus, and DIY Artcade. If you want to add indie arcade games to your arcade or personal collection go to Indiearcadewave.com. Set up a call with me if you want to find the best fit for your arcade. If you like what we are doing here at Indie Arcade Wave don't forget to like, share, and subscribe. It means the world to us and will help the wave grow, so we can ride it together. Indie Arcade Wave Website: https://www.indiearcadewave Youtube: https://www.youtube.com/c/IndieArcadeWave Tiktok: https://www.tiktok.com/@indiearcadewave Instagram: https://www.instagram.com/indiearcadewave/ Twitter: https://twitter.com/indiearcadewave Discord: https://discord.gg/6GntJQN Podcast: https://open.spotify.com/show/6dFWBTnIroJdBla3hi9SAK Bitchute: https://www.bitchute.com/channel/RckLgQBWwOAS/ Odyssey: https://odysee.com/@IndieArcadeWave:5 Rumble: https://rumble.com/c/c-2032648 Two Bit Circus Facebook: https://www.facebook.com/TwoBitCircus Instagram: https://www.instagram.com/twobitcircus/?hl=en Website: https://twobitcircus.com/ DIY Artcade Website: https://strangeoutfit.com/diyartcade Brent Bushnell Instagram: https://www.instagram.com/brentbushnell/

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   The future of fun begins at IAAPA FEC Summit, January 19–21, 2025, in New Orleans, Louisiana. Join FEC and LBE professionals for an immersive experience packed with strategic insights, networking, and behind-the-scenes EDUTours of unique local facilities. Learn how to make your FEC stand out a crowded market and explore the latest trends designed to elevate your business. Build valuable connections and leave inspired with actionable strategies for success. Secure your spot today!   Are you ready for 2025? For the eighth year in a row, Matt and Josh host the AttractionPros “Resolutionary” episode, laying out goals and objectives for the following year. By sharing them with each other and publicly on the podcast, it ensures a high degree of accountability. This past year even included a mid-year resolutionary check-in in July that allowed Matt and Josh to share updates on how their resolutions were going. In this year's Resolutionary episode, Matt and Josh reflect on their 2024 resolutions, and share their goals for 2025 as we head into the new year. Matt's Resolutions   In 2024, Matt focused on three key resolutions. First, he aimed to expand Performance Optimist Consulting POC YOUniversity by incorporating new perspectives and expertise. While progress was made, Matt recognized the need for a new approach in 2025 to better engage and support the community. Second, he committed to improving his health following quadruple bypass surgery by maintaining a healthy diet, reducing portion sizes, and staying active, even during busy events like IAAPA. Finally, Matt resolved to share his personal story strategically, ensuring it created meaningful impact without dominating his narrative—a goal he achieved by thoughtfully incorporating it into his coaching and speaking engagements.   Looking ahead to 2025, Matt plans to embrace writing as a central focus, starting with his third book about middle management and revisiting his love for articles and blog posts. He also aims to rebuild the POC YOUniversity model into a more accessible format, emphasizing community through open sessions and masterminds. Moreover, Matt is dedicated to actively supporting leadership development and embracing bold, innovative ideas that push boundaries, reinforcing his belief in the value of creative risks. Josh's Resolutions   Josh also set ambitious goals for 2024. He focused on building long-term guest experience partnerships, making significant progress by expanding his consulting programs and fostering sustainable client relationships. He also worked to improve his public speaking skills, completing a stand-up comedy course at The Second City to integrate humor and storytelling into his presentations, earning enthusiastic feedback from audiences. Additionally, Josh planned to host more in-person events but, due to family commitments, limited these efforts to one successful meetup. He remains committed to hosting future events, including an AttractionPros Meetup at IAAPA Expo 2025.   Josh's resolutions for 2025 are centered on growth, following a year of stabilization in 2024. He plans to expand his consulting business sustainably, focusing on delivering measurable results for clients. To prepare for scalability in 2026, Josh is developing digital offerings like the “Service Recovery Hero” online course, which will allow broader access to his expertise. He also plans to establish a stronger industry presence by exhibiting at IAAPA Expo 2025.       For AttractionPros, the focus in 2025 will be on audience growth, engagement, and leveraging technology. Matt and Josh plan to refresh the podcast's seven-year-old website to improve user experience and continue using AI tools for tasks like generating daily quotes and identifying impactful podcast clips. Engagement with listeners will also take center stage, with efforts to foster a more robust community through both digital platforms and potential in-person events.   Lastly, Josh and Matt express deep gratitude for the AttractionPros interns, Abby and Kristen, whose contributions are vital to the podcast's success. Together, they remain committed to inspiring and connecting with the attractions industry in meaningful and innovative ways.   What are your goals for 2025? Let us know!   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

The annual IAAPA Expo brings manufacturers, innovators and coaster enthusiasts to the Orlando area for a whirlwind of activity. This year's expo included many exciting reveals, shocking announcements along with a convention hall packed full of everything a theme park might ever need.   Our intrepid podcast team wraps up their coverage of this year's expo with the second episode in our series. Join the ACE podcast team: Jessica Gardner, Gerik Gooch, Lauryn Heller, Derek Perry and Doug Perry for a walk around the event in our two part series of IAAPA Expo coverage.    In this Episode: [03:16] Interview with Lauren Weaver, Vice President of Marketing and Business Development at Sally Dark Rides about their new mini layout and more [06:39] Morgan's Wonderland Inclusive Institute announcement, more about this amazing, accessible park and their expanding inclusivity mission   [14:00] Announcement about the sale of ZDT's Switchback coaster and interview with Michael Graham, Engineer and Principal at Gravity Group [32:27] Interview with Darren Torr, President of Rocky Mountain Construction  [40:30] ACE booth at IAAPA Expo and The Legacy of Schwarzkopf movie screening at Fun Spot America Orlando [51:00] Interview with Melissa Oviedo, CEO of the Themed Entertainment Association   Links   Sally Dark Rides Morgan's Wonderland Inclusive Institute Dance Macabre Kohl Gribble's coaster model Will More Gerstlauer Coasters Come To America? The Legacy of Schwarzkopf documentary ACE Honorary Member award given to Chris Kraftchick Share your ideas and thoughts about this podcast via email: podcast@aceonline.org. Did you know anyone can join ACE? Visit ridewithace.com to learn more about the non-profit organization American Coaster Enthusiasts.   Podcast Team  Host: Jessica Gardner Producers and Correspondents: Derek Perry and Doug Perry Editor and Correspondent: Bob Randolph Show Notes: Liz Tan Production Manager: Corey Wooten Correspondents: John Davidson and Gerik Gooch

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   The future of fun begins at IAAPA FEC Summit, January 19–21, 2025, in New Orleans, Louisiana. Join FEC and LBE professionals for an immersive experience packed with strategic insights, networking, and behind-the-scenes EDUTours of unique local facilities. Learn how to make your FEC stand out a crowded market and explore the latest trends designed to elevate your business. Build valuable connections and leave inspired with actionable strategies for success. Secure your spot today! Jim Howell is the President of Perky's Pizza. With decades of experience in the global pizza industry, Jim has had a storied career spanning Domino's, Brugger's Bagels, and even running pizza operations in Europe and the Caribbean. He now leads Perky's Pizza, a pioneer in non-traditional food service spaces like family entertainment centers (FECs) and resorts. With a commitment to quality and innovation, Jim's expertise in ingredient sourcing, operational efficiency, and customer satisfaction has made him a leader in his field. In this interview, Jim talks about how pizza rules the world, not following the trends, and the importance of meeting everybody. Pizza Rules the World "Pizza is the number one selling item in family entertainment centers, and nothing will replace it." Jim's passion for pizza is evident as he delves into why it dominates as the go-to food choice in FECs and beyond. He discusses the universal appeal of pizza, describing it as a versatile dish that's familiar and accessible to guests of all ages. From thin crust to deep dish, Jim emphasizes that offering a dependable and delicious pizza experience is crucial to FEC success. Perky's Pizza focuses on maintaining high-quality standards while keeping operations simple and scalable. According to Jim, pizza isn't just a menu item—it's the backbone of FEC food programs, generating significant revenue and enhancing guest satisfaction. Not Following the Trends "I hate trends because they're not sustainable in family entertainment centers." Jim cautions against chasing food trends, especially in the context of FECs. Drawing from decades of data, he argues that introducing trendy menu items like salads or gluten-free options often results in wasted resources, as these items rarely resonate with the core audience. Instead, Jim advises operators to focus on proven staples, particularly pizza, and to learn from larger chains like McDonald's, which invest heavily in research before launching new products. His philosophy is clear: stick with what works and avoid overcomplicating the menu with fleeting trends. The Importance of Meeting Everybody "Good old-fashioned networking is key—you never know where opportunities might come from." Jim shares anecdotes from his career to highlight the value of building and maintaining relationships. From his early days working in Europe to his current role at Perky's Pizza, Jim has leveraged connections to create new opportunities and grow his business. At industry events like IAAPA, Jim emphasizes the importance of engaging with everyone, whether they're prospective clients or industry peers. By staying visible and approachable, he ensures that Perky's Pizza remains top-of-mind for operators looking to enhance their food programs.   To learn more about Perky's Pizza or to connect with Jim, visit PerkysPizza.com or call their office at 813-855-7700. Jim is also reachable directly on his cell at 813-382-6044. Whether you're planning a new FEC or looking to upgrade your food service, Jim and his team are ready to help you create a successful pizza program.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

We're joined by Seth Kubersky to discuss IAAPA Expo 2024, the state of the themed amusement industry as we prepare for Epic Universe's opening, and The Unofficial Guide to Universal Orlando 2025!Related LinksUnofficial Guide Universal Orlando: https://theugseries.com/UniversalOrlando2025 Alicia Social Links: https://alicia.socialSubscribe on YouTube: https://www.youtube.com/@ThemeParkStopSupport on Patreon: https://www.patreon.com/ThemeParkStop

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   The future of fun begins at IAAPA FEC Summit, January 19–21, 2025, in New Orleans, Louisiana. Join FEC and LBE professionals for an immersive experience packed with strategic insights, networking, and behind-the-scenes EDUTours of unique local facilities. Learn how to make your FEC stand out a crowded market and explore the latest trends designed to elevate your business. Build valuable connections and leave inspired with actionable strategies for success. Secure your spot today!   IAAPA Expo is the world's largest gathering of professionals in the attractions industry, showcasing cutting-edge innovations, networking opportunities, and educational sessions that shape the future of location-based experiences. As long-time participants and advocates for the industry, Matt and Josh were actively involved in this year's expo, including leading education sessions, along with hosting the highly successful AttractionPros Meetup, which brought together attendees from around the globe. In this episode, they reflect on their biggest takeaways from the Expo, highlighting lessons learned, the value of connections, and key trends shaping the attractions industry. The Importance of Networking Josh and Matt emphasize how IAAPA fosters connections that can have long-term impacts. They share personal stories, including meeting mentees at Career Slam and having meaningful interactions during the AttractionPros Sunday Night Meetup, which exceeded attendance expectations and highlighted the sense of community within the industry.     Both Josh and Matt underscore the "compounding effect" of networking, describing how relationships formed years ago can evolve into significant opportunities, professionally and personally. Adapting to Change Josh and Matt reflect on the importance of adaptability in both personal and professional contexts. They highlight how careers in the attractions industry often follow nonlinear paths, encouraging flexibility and openness to unexpected opportunities. Whether it's exploring roles outside of one's initial focus or seizing unplanned chances for growth, their advice emphasizes embracing change as a constant and transformative force in achieving long-term success. Leadership and People Skills in a Tech-Driven World While the Expo showcased cutting-edge technology and innovation, Josh and Matt remind listeners that the industry remains fundamentally people-driven. Genuine connections, trust-building, and shared experiences remain irreplaceable.     Takeaways for Future IAAPA Attendees  Show Up: Simply being present and actively engaging can lead to transformative opportunities. Embrace Crazy Ideas: Matt's "random ate" dinner at Maggiano's demonstrated how small, informal gatherings can create meaningful connections. Focus on Passion: For mentees, the advice was clear: find what you're drawn to, and pursue roles and companies aligned with your interests, even if the job title isn't an exact match.     Impact and Gratitude Lastly, one of the biggest takeaways that Matt and Josh had from this year's expo was the impact that this podcast makes. Several people shared stories of episodes and interviews that impacted their career development and growth. Josh shared a touching story of a listener who found solace and motivation in the AttractionPros Podcast during cancer treatment.     We'd like to express our heartfelt thanks to the IAAPA team, the ambassadors, and everyone who contributed to making the Expo a success. We encourage listeners to share their own Expo takeaways and consider submitting ideas for educational sessions for IAAPA Expo 2025. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas Audio and Video editing by Abby Giganan   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

What's it like attending the premier event of the attractions industry?

The annual IAAPA Expo brings manufacturers, innovators and coaster enthusiasts to the Orlando area for a whirlwind of activity. This year's expo included many exciting reveals, shocking announcements along with a convention hall packed full of everything a theme park might ever need.   Our intrepid podcast team was on the show floor, taking in all of the excitement. Join the ACE podcast team: Jessica Gardner, Gerik Gooch, Derek Perry and Doug Perry for a walk around the expo in our two part series of IAAPA Expo coverage. Our special guest is ACE member Lauryn Heller, who shares her experience with ACE and perspective of attending IAAPA Expo for the first time. In this Episode: [03:05] Intro to the episode, meet Lauryn [07:09] IAAPA Expo Day One!  The train reveals, the press releases and the ways the social media team covers the day. [28:14] Trever Dyer, Global Director of Sales and Marketing for S&S Worldwide walks through the new Twizzlers Twisted Gravity Screamin' Swing at Hersheypark [37:42] The VidantaWorld BON Luxury Park announcement included Ricardo Etges from Vekomoa discussing the Tecuani Beast coaster and teases many 2025 announcements! Links   Hersheypark's Twizzlers Twisted Gravity - 2024 IAAPA Expo Official Gondola Unveil   Twizzlers Twisted Gravity   VidantaWorld Share your ideas and thoughts about this podcast via email: podcast@aceonline.org. Did you know anyone can join ACE? Visit ridewithace.com to learn more about the non-profit organization American Coaster Enthusiasts.   Podcast Team  Host: Jessica Gardner Producers and Correspondents: Derek Perry and Doug Perry Editor and Correspondent: Bob Randolph Show Notes: Liz Tan Production Manager: Corey Wooten Correspondents: John Davidson and Gerik Gooch

Do you like the sound of Andrew's voice on the Coaster101 podcast? Well, sorry. Because this week, there's no Andrew, but there is the dynamic duo of Eric and Shane, who attended the 2024 IAAPA Expo in Orlando!You can connect with the show by hitting us up on social media @Coaster101: Facebook  |  Twitter  |  Instagram. We also have a website, if you're into that sort of thing: www.coaster101.comAlso, be sure to subscribe to the podcast so you don't miss an episode! And please give us a rating and review wherever you listen, it helps new listeners find us!Find the latest and greatest Coaster101 and theme park-inspired merch at c101.co/teepublic!Thanks to JMMD Entertainment for providing our theme song. For more on them, check out jmmusicdesign.com.

IAAPA, coaster derailment, and someone jumping out of a roller coaster. Good news: Everyone is ok. Also, don't listen to this show if you believe in Santa Claus. Check us out at solo.to/coastercuzzies --- Support this podcast: https://podcasters.spotify.com/pod/show/coastercuzzies/support

Kingda closed, muppets moving, six flags 2026, Hyde goes to Portugal, IAAPA and more. The post Another Kick Is Coming appeared first on In the Loop.

Kingda closed, muppets moving, six flags 2026, Hyde goes to Portugal, IAAPA and more. The post Another Kick Is Coming appeared first on In the Loop.

Kingda closed, muppets moving, six flags 2026, Hyde goes to Portugal, IAAPA and more. The post Another Kick Is Coming appeared first on In the Loop.

We explore the incredible IAAPA Expo, where innovation and imagination come to life! Next, we'll take you to Oga's Cantina to check out their latest menu updates and share our thoughts on the exciting new offerings. Then, we head off-property for a delicious meal at The Hangry Bison in Winter Garden. Finally, we'll dive into some intriguing changes to Soarin' that you won't want to miss.MEI-Travel – Expertise. Ease. Value.No matter where you want to go, our trusted partner MEI-Travel, will handle the planning so you can focus on the memories. They offer free vacation planning services and have nearly 20 years of experience creating memorable vacations. Visit MEI-Travel for a fee-free, no-obligation quote today!Follow Us on Social MediaFacebook GroupFacebook: @MainStMagicTwitter: @MainStMagicTikTok: @MSMPodcastInstagram: @MainStMagicVisit Us Onlinewww.MainStMagic.comwww.MainStreetShirts.comGet Dining Alerts!Find last-minute and hard-to-find Disney dining reservations with MouseDining.com! Get text and email alerts when popular theme park dining reservations open up. Get last-minute seating! Get the next table! Set your alerts now! Get the next reservation!Visit our Partnerswww.MSMFriends.comThanks to TFresh Productions for our theme song

Lights, camera, action!

This week, Mike and EB get excited for the testing of Kings Dominion's new roller coaster Raptera. They also talk about and the implications of Kingda Ka's retirement including how most of Ka's records have gone to another roller coaster in the Six Flags chain.  The guys also dive into the excitement surrounding the IAAPA Expo with two interviews direct from the show floor in Orlando!

Join us at IAAPA Expo 2024 in Orlando for live events at the Storyland Studios booth #1073! Wednesday, Nov. 20 11am – Live interview with Disney Imagineering's Jeanette Lomboy 4pm – Storyland Design Challenge Grand Prize announcement Thursday, Nov. 21 11am – Live interview with Universal Creative's Bob Ward 4pm – Exclusive unveiling of Storyland's new 800-acre sports development Meet and greet with us and our guests each day—see you there!