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Scott Brown is an attractions marketing leader with a career that spans family entertainment centers, digital solutions for attractions, and nearly a decade leading marketing initiatives for Family Entertainment Group. From working at miniature golf courses as a teenager to becoming a GM and marketing executive, Scott has built his career around creating memorable experiences and helping attractions connect emotionally with guests. Throughout the conversation, he reflects on the intersection of service, operations, and marketing, while sharing lessons learned from both leadership and frontline experience. In this interview, Scott talks about being an ambassador for service, how everything is marketing, and serving your niche.

“Excellent service is easy to understand, but it is very difficult to execute.”

Scott explains that his passion for guest service was heavily inspired by his admiration for the Disney parks and their ability to create emotional connections with guests. Early in his leadership career, he immersed himself in service training philosophies and focused on teaching teams not only what to do, but why service matters. He emphasizes that excellent service is easy to understand but difficult to execute consistently because it requires leadership commitment, operational alignment, and emotional buy-in from employees.

He also discusses how scalable service culture cannot rely solely on slogans or surface-level friendliness. Instead, it must be embedded into leadership behaviors and daily operations. Scott believes that service starts with leaders who genuinely care about their teams, understand employee challenges, and reinforce the broader vision behind the guest experience. By doing so, organizations create teams that continue delivering exceptional experiences even during difficult or stressful moments.

“Everything is marketing and marketing is everything.”

Scott describes marketing as far more than advertisements, coupons, or social media campaigns. In his view, every guest touchpoint contributes to the marketing of an attraction, from the condition of the parking lot to the attitude of frontline employees. He explains that marketing and guest service are inseparable because marketing creates expectations while operations and service fulfill them.

He shares that the strongest organizations intentionally align their messaging with the actual emotional experience guests will have on-site. When marketing promises one experience but operations fail to deliver it, the organization damages trust. Conversely, even attractions with weak advertising can generate powerful word-of-mouth marketing if the guest experience exceeds expectations. Scott repeatedly returns to the importance of emotion and “feel,” explaining that the best marketing communicates how guests will feel during the experience, not simply what they will buy.

“If you want to be something for everybody, you’re going to be something for nobody.”

Scott believes one of the biggest mistakes attractions make is trying to appeal to everyone instead of identifying a distinct audience and emotional position in the marketplace. He explains that attractions are not simply competing against businesses with similar offerings, but against every experience that competes for guests’ discretionary time and money.

Using an example from his work with an entertainment center in Massachusetts, Scott describes how his team focused on positioning the venue as the place “where fun families come to compete and play.” He explains that the phrase was intentionally crafted to shape both the attraction’s messaging and the emotional identity of the guests they hoped to attract. By clearly defining the type of guest experience they wanted to create, the organization was able to communicate more authentically and differentiate itself from competitors. Scott believes the most successful organizations are the ones that deeply resonate with a specific audience rather than attempting to broadly appeal to everyone.

Scott can be reached on LinkedIn, as well as by email at [email protected].

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Lauren Weaver is the Vice President of Marketing and Business Development at Sally Dark Rides. Raised in Jacksonville, Florida, Lauren grew up immersed in the attractions industry through her family’s business and early exposure to IAAPA expos and theme parks around the world. After graduating from Florida State University with a degree in international affairs, she spent time working at Adventure Landing to gain operational experience before joining Sally Dark Rides and helping lead the company’s marketing and promotional efforts. In this interview, Lauren talks about the impact of dark rides, reciprocal marketing, and growing up in the industry.

“One of the best things about a dark ride is that it truly gives you a memory that you walk away with and that you hold onto.”

Lauren explains that dark rides create a unique emotional connection for guests because they allow families to experience attractions together rather than splitting up due to height restrictions or thrill intensity. She shares how dark rides can become defining attractions for parks, helping create traditions that span generations. Unlike many attractions that cater to specific audiences, dark rides provide a shared storytelling experience where parents and children can enjoy the same adventure side by side.

She also discusses how strong themed storytelling extends beyond the attraction itself. Using examples like Phantom Theater at Kings Island and Cupfusion at Hersheypark, Lauren highlights how dark ride characters and stories can influence food and beverage, merchandise, and other attractions throughout a park. She emphasizes that a successful dark ride delivers both short-term excitement and long-term return on investment through nostalgia, repeat visitation, and multi-generational appeal.

“If they’re making our product look good, and I’m helping them make our product look good, we both shine.”

Lauren shares how marketing a dark ride differs from promoting visible attractions like roller coasters. Since guests cannot immediately see what is inside the attraction building, the marketing must focus on story, mystery, characters, and anticipation. She describes how Sally Dark Rides collaborated with Kings Island to build excitement around Phantom Theater by teasing mysterious developments and releasing behind-the-scenes content that generated strong engagement on social media.

She also explains the reciprocal nature of attraction marketing between manufacturers and parks. When a park promotes a new attraction, it elevates the visibility of the supplier that created it. At the same time, Sally Dark Rides actively supports its clients through content creation, trade show exposure, and production updates that help parks market their new attractions more effectively. Lauren notes that this partnership-driven approach allows both companies to benefit from each other’s visibility and credibility within the industry.

“As soon as you get a taste of this wonderful and incredibly fun attractions industry, you get addicted.”

Lauren reflects on growing up around the attractions business and attending IAAPA expos from a young age with her father, Sally Dark Rides co-founder John Wood. She recalls how overwhelming and exciting the trade shows felt as a child, constantly meeting new people and learning about innovative attractions. Rather than simply observing, she was encouraged to actively participate by speaking with attendees and helping represent the company on the trade show floor.

That early exposure helped shape her passion for the industry and ultimately influenced her career path. Lauren also credits her time working at Adventure Landing for giving her valuable operational perspective, from handling birthday parties to managing large group events and learning how multiple departments work together to create a seamless guest experience. She believes those experiences strengthened her understanding of what parks truly need from their attraction partners and helped prepare her for her current leadership role at Sally Dark Rides.

Lauren can be reached on LinkedIn, as well as on Facebook. To learn more about Sally Dark Rides, visit www.sallydarkrides.com.

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Paul Couch is the Creative Producer of PTC Stages. Over the course of a decades-long career in entertainment, Paul built a remarkable path through theme parks, concert venues, theater management, and higher education. Beginning as a singer inspired by live performance, he worked at parks including Kings Island, Opryland USA, and Dollywood while also helping lead entertainment operations at the historic Ryman Auditorium. Along the way, he produced concerts, managed festivals, developed theatrical productions, and later became an Assistant Professor at Middle Tennessee State University. In this interview, Paul talks about theme park career stories, entertainment as the human experience, and working with Dolly.

“Working at King's Island that summer was the best job of my life.”

Paul shares a fascinating career journey that began with a desire to become a professional singer after being inspired by a live Neil Diamond album as a teenager. That passion eventually led him into the theme park industry when he was hired to perform at Kings Island, where he unexpectedly found himself immersed in country music and theme park entertainment. That experience introduced him to a larger world of live entertainment production and sparked his interest in building a career beyond performing alone.

From there, Paul worked his way through Nashville’s entertainment scene, balancing music industry jobs with carpentry work before deciding to pursue live show production full time. Networking played a critical role in helping him transition into management at Opryland, where he developed a reputation for getting things done and eventually became deeply involved in concerts, Halloween festivals, and large-scale entertainment operations. His career later expanded to the Ryman Auditorium, where he helped guide concerts and theatrical productions during a transformative period for downtown Nashville before ultimately joining Dollywood’s entertainment leadership team.

“Entertainment has a big footprint, not just as a business, but as part of the human experience.”

Paul offers a thoughtful perspective on why entertainment matters so deeply within theme parks and beyond. He explains that gathering together for shared experiences is fundamentally part of being human, pointing to the ancient Greek Theater of Dionysus as evidence that people have always sought communal entertainment experiences. For Paul, theme parks are not simply offering rides and attractions. They are creating opportunities for emotional connection and collective experiences that guests actively crave.

He also discusses the evolving role of technology in entertainment and how guest expectations continue to rise. Modern audiences expect sophisticated lighting, sound, video, and production value, and parks that successfully balance those advancements with manageable operating costs will be positioned well for the future. Paul believes entertainment remains essential because it fulfills something deeply rooted in human nature, which is why live concerts, productions, and immersive experiences continue to grow in popularity across the industry.

“She is the person that you hope she is.”

When discussing his experience working with Dolly Parton, Paul describes her as authentic, professional, and deeply collaborative. He explains that while working with someone of Dolly’s stature was initially intimidating, their relationship evolved over time into a friendship built on trust and mutual respect. He credits her with maintaining incredibly high standards for the entertainment experiences connected to her name while also remaining approachable and generous in the creative process.

Paul also shares insight into their collaboration on Dolly Parton’s Smoky Mountain Christmas Carol, a musical that premiered in Boston before touring internationally and across the United States. He emphasizes that Dolly values equal collaboration and genuinely wants to hear ideas from her creative partners. That openness, combined with her professionalism and kindness, helped create an environment where everyone involved could feel proud of the final product and invested in the work they created together.

Paul can be reached on LinkedIn, as well as by email at [email protected]. To learn more about PTC Stages, visit www.ptcstages.com.

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Walter Magnuson is the Executive Director of Winchester Mystery House. With a background that includes guest-facing leadership roles at The Walt Disney Company and experience in hospitality, entertainment, and operations, Walter brings a blend of historical stewardship and modern attraction management to one of the most recognizable historic properties in the United States. Throughout the conversation, he shares insights into preserving the legacy of Sarah Winchester while continuing to evolve the guest experience for modern audiences. In this interview, Walter talks about legends and lore, steering the passion, and providing reassurance.

“And the legends and lore of the story is that she sought out a medium… and the medium advised that all the karma is cursing you.”

Walter explains how the story of Sarah Winchester continues to fascinate guests more than a century after her passing. He walks through the origins of the home, from Sarah’s personal tragedies and the rise of spiritualism in the late 1800s to the unusual architectural features that still define the estate today. The house’s winding hallways, stairs leading nowhere, and sealed-off rooms have fueled decades of speculation and intrigue, helping transform the property into a globally recognized attraction.

At the same time, Walter emphasizes that the attraction is not solely about ghost stories. The team continues uncovering new historical details about Sarah Winchester’s philanthropy, business acumen, and influence during a time when few women held similar power or independence. By balancing the paranormal appeal with deeper historical storytelling, Winchester Mystery House continues to evolve while still honoring the myths and mysteries that first captured public attention.

“I think it’s really trying to steer that passion in the direction that is most beneficial for us and for the guest experience.”

Walter speaks candidly about leading a team of “caretakers” who feel personally connected to the house and its history. Rather than referring to employees as staff members, the organization embraces the idea that everyone is collectively responsible for preserving and sharing Sarah Winchester’s legacy. Walter explains that many team members feel deeply protective of the property, sometimes even hesitant to expose certain areas of the house to guests out of fear of damage or overuse.

His leadership approach focuses on channeling that passion toward guest-centric thinking. By opening previously restricted spaces, enhancing storytelling, and modernizing parts of the experience, Walter has worked to shift the internal culture toward accessibility and hospitality while still respecting the home’s historical significance. He also discusses the realities of operating a privately owned historic attraction, reminding the team that ticket revenue directly funds restoration efforts and keeps the property relevant for future generations.

“It’s not escapism and it’s not fantasy. It’s reassurance.”

Walter reflects on lessons he learned during his time at Disney, specifically the philosophy shared by legendary Imagineer John Hench. Walter explains that great attractions do more than entertain. They reassure guests that the world is meaningful, welcoming, and worth exploring. He connects that philosophy directly to Winchester Mystery House and other historic attractions that create emotional experiences capable of inspiring guests long after they leave.

Walter also applies this mindset to leadership and organizational culture. Whether discussing neighborhood development around the property or guiding employees through operational change, he consistently emphasizes optimism, communication, and perspective. For him, attractions are not just places people visit. They are places where people reconnect with history, imagination, and each other. That sense of reassurance, he believes, is what makes experiences truly memorable and enduring.

Walter can be reached on LinkedIn, as well as by email at [email protected]. To learn more about Winchester Mystery House, visit Winchester Mystery House.

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Niko Radjenovic is the Vice President of Business Services for the Wildlife Conservation Society. After growing up visiting the Bronx Zoo as a child, Niko joined the organization at just 15 years old as a seasonal employee and has now spent nearly 35 years with WCS, rising through the ranks from frontline operations to executive leadership. Today, he oversees attendance-driven revenue and visitation strategies across the Bronx Zoo, New York Aquarium, Central Park Zoo, Prospect Park Zoo, and Queens Zoo. In this interview, Niko talks about pioneering conservation, nimble leadership, and cascading goals.

“We were a pioneer in conservation. Now it's one of those buzzwords, but a hundred plus years ago, not so much.”

Niko explains how the Bronx Zoo and the Wildlife Conservation Society helped shape modern conservation efforts long before conservation became a mainstream focus. He shares the story of how the Bronx Zoo played a key role in helping save the American bison population more than a century ago by breeding bison and reintroducing them into protected habitats in the western United States. He also highlights the organization’s history of creating naturalistic, cageless habitats that transformed how zoos approached animal care and guest experiences.

Throughout the conversation, Niko reinforces how conservation is woven into every aspect of the organization. From educational messaging throughout the parks to the global field conservation programs operated by WCS, he emphasizes that the guest experience is designed to inspire visitors to care about wildlife and natural habitats. He also discusses how initiatives like the Animal Planet series The Zoo helped communicate the level of care and dedication behind animal welfare and conservation efforts.

“You have to take risks and you have to try new stuff.”

Having spent his entire career with one organization, Niko reflects on the leadership philosophy that has allowed him to continually evolve while keeping his teams engaged. He describes the importance of understanding what success looks like, empowering people based on their strengths, and creating excitement around organizational change. Rather than relying on rigid structures or micromanagement, he focuses on transparency, consistency, and helping team members grow into new opportunities.

Niko also shares how he approaches leadership with an entrepreneurial mindset. He discusses a pivotal decision around food service operations, where instead of outsourcing, he proposed reinvesting in the business internally and building the expertise needed to improve operations from within. That decision led to significant growth and stronger financial returns for the organization. He credits much of that success to being nimble, embracing change, and surrounding himself with talented people who can execute effectively.

“We always make sure they're cascading, that everybody's goals support their manager's goals, support the department goals, support my goals as the business unit head.”

One of the leadership concepts Niko revisits multiple times throughout the interview is the importance of alignment across teams and departments. Managing five different properties across New York City requires consistent communication, shared priorities, and a clear understanding of organizational objectives. He explains how cascading goals help ensure every employee understands how their role contributes to broader organizational success.

Niko also describes practical strategies for maintaining consistency across multiple locations, including leadership exchanges between properties, regular walkthroughs, and what he calls “inspect what you expect.” By visiting the parks both as a leader and anonymously as a guest, he gains firsthand insight into the visitor experience and identifies opportunities for improvement. This alignment between strategy, operations, and frontline execution has helped WCS maintain strong guest experiences while continuing to grow attendance and revenue.

Niko can be reached on LinkedIn, as well as by email at [email protected]. To learn more about the Wildlife Conservation Society, visit WCS.org.

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Melissa Felder is an executive leader in cultural attractions with more than three decades of experience across consumer packaged goods, technology, financial services, and mission-driven organizations. She has held senior leadership roles at the California Academy of Sciences and most recently served as interim Executive Director at CuriOdyssey. Her career reflects a progression from marketing and product leadership into full organizational oversight, with a focus on experience, revenue, and purpose alignment. In this interview, Melissa talks about purpose-driven organizations, people-powered experiences, and the future of cultural attractions.

“I am a purpose-driven cultural attractions executive leader with over three decades of professional experience developing and growing public-facing brands.”

Melissa emphasizes that purpose is not just a statement but an evolving framework that guides decision-making and experience design. She shares how mission statements at the California Academy of Sciences evolved from “explore, explain, protect” to a more forward-looking focus on regeneration, reflecting broader societal shifts. These changes were not cosmetic. They influenced how teams communicated, how experiences were designed, and how success was measured.

She also highlights the importance of alignment between organizational purpose, team purpose, and individual purpose. When these are in sync, teams can execute with clarity and conviction. Without that alignment, even well-crafted missions can fall flat. For leaders, the challenge is not defining purpose but operationalizing it in a way that is both meaningful and actionable.

“When a person is involved in the interaction, it greatly increases the entire visit satisfaction.”

Melissa stresses that while exhibits and environments matter, it is people who bring experiences to life. At Cal Academy, her team embedded the mission into both physical design and human interaction by equipping staff with prompts and conversation starters that encouraged guests to think, reflect, and connect with nature. These small moments of engagement became critical touchpoints in the overall experience.

She explains that people-powered experiences require intentional design, continuous training, and feedback loops. Staff were not only trained but also involved in refining messaging based on guest interactions. This created a sense of ownership and improved outcomes. The result is a virtuous cycle where stronger interactions lead to higher satisfaction, which in turn drives repeat visitation and advocacy.

“The shift is from being a passive spectator to being an active participant.”

Looking ahead, Melissa identifies a major shift in how guests engage with cultural attractions. Experiences are moving away from passive observation toward active participation, where guests interact, question, and immerse themselves in meaningful ways. This trend is paired with a move toward personalization, where visits are tailored to different audiences rather than designed for a single “average” guest.

She also points to broader changes, including increased focus on conservation in zoos and aquariums, evolving ethical considerations, and the integration of technology in ways that enhance rather than replace physical experiences. While digital tools will play a role, she believes the power of real-world, sensory engagement will remain central. The future will be defined by organizations that connect purpose, participation, and personalization into a cohesive guest experience.

Melissa can be reached on LinkedIn, as well as by email at [email protected].

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Derek Williamson and Kathleen McDonough are the co-founders of Evercruiting, a recruitment technology company focused on improving hiring for service-based industries. Derek brings experience from operating and scaling multi-location businesses before leading an HR tech company as CEO, while Kathleen built her career in restaurant operations and applicant tracking systems, working with major brands and helping scale a previous company through acquisition. Together, they reunited to tackle persistent hiring challenges with a fresh perspective shaped by emerging technology and frontline realities. In this interview, Derek and Kathleen talk about recruitment technology, drawing a line in the sand with AI, and advocating for the applicant.

“Fundamentally, this whole hiring process has not really changed in like a hundred years. The only thing we did was we put the existing process online.”

Derek highlights a core flaw in traditional hiring systems: they are often designed for HR teams rather than the frontline managers actually responsible for hiring. In industries like attractions and restaurants, these managers are busy operating the business, not sitting at a desk updating systems. Evercruiting flips that approach by building tools that meet managers where they are, especially through mobile and text-based interactions.

Kathleen reinforces that everything is now filtered through the lens of the frontline user. Instead of forcing adoption, their goal is to create something managers naturally want to use because it makes their jobs easier. This shift reflects a broader rethinking of recruitment technology, focusing less on process compliance and more on usability and real-world application.

“We’re not going to use AI to replace human judgment.”

Derek explains that many current AI tools in hiring attempt to evaluate candidates by scoring resumes or analyzing interviews, which introduces bias and overconfidence in flawed outputs. Rather than letting AI act as the decision-maker, Evercruiting uses it to support both candidates and employers by highlighting strengths and streamlining administrative tasks.

Kathleen adds that AI should handle repetitive work like scheduling and communication, freeing up humans to focus on meaningful interactions. This philosophy establishes a clear boundary: AI enhances efficiency, but people remain responsible for evaluating fit. By redefining how AI is used, they aim to improve outcomes without compromising fairness or authenticity.

“Applying for jobs is this never-ending cycle.”

Derek describes the broken dynamic where easy applications lead to overwhelming volumes, prompting automation that further distances candidates from employers. This cycle creates frustration on both sides and diminishes the quality of the hiring process. Evercruiting aims to rebalance this by improving how candidates present themselves and how employers engage with them.

Kathleen emphasizes that employer branding and the hiring experience play a major role in attracting and retaining talent. Candidates form impressions quickly, and a poor process can deter even strong applicants. By prioritizing transparency, communication, and ease of use, their approach advocates for candidates while still supporting business needs.

Derek and Kathleen can be reached on LinkedIn, where they actively engage in conversations about hiring and recruitment. To learn more about Evercruiting, visit www.evercruiting.com.

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Mike Whincup is the Head of Design and Marketing at Galaxy Multi Rides. Growing up in a family business that pioneered mechanical bull innovation, Mike has worked across both manufacturing and operations, helping expand the company globally while also launching Do The Beach, an inflatable park franchise concept. His experience spans decades in the attractions industry, blending creativity, entrepreneurship, and operational insight. In this interview, Mike talks about modular attractions, profitability through efficiency, and trends in inflataparks.

Modular attractions

“If you can think it, we’ve probably made it, as long as we can make it safe.”

Mike explains how Galaxy Multi Rides evolved from a single mechanical bull into a fully modular attraction system with interchangeable ride attachments. What began as a practical solution to improve setup efficiency turned into a versatile product line that allows operators to swap themes and experiences easily. From surfboards to sharks to branded activations, the modular concept enables venues to refresh offerings without major capital investment.

This adaptability also makes the attractions appealing across multiple markets, from party rentals to permanent installations. The ability to customize and iterate has attracted major brands and entertainment venues, reinforcing the value of flexibility in attraction design.

Profitability through efficiency

“We’re trying to create profitability through efficiency.”

A central theme in Mike’s philosophy is designing attractions and facilities that maximize revenue while minimizing operational strain. He highlights how inflatable parks can achieve up to 90 percent playable space compared to around 60 percent in trampoline parks, immediately increasing capacity and revenue potential within the same footprint.

Efficiency also extends to staffing and layout. By designing attractions that require less supervision and optimizing facility flow, operators can reduce labor costs while maintaining safety and guest experience. This balance between design, operations, and guest flow is what drives sustainable profitability.

Trends in inflataparks

“It’s the evolution of the concept.”

Mike describes the current inflatable park movement not as a new trend, but as an evolution. Earlier versions were disconnected attractions placed side by side, while modern inflataparks are fully integrated environments where guests remain engaged continuously.

This shift toward immersive, interconnected design improves safety, increases engagement, and enhances overall guest satisfaction. The model also benefits from lower build costs and greater adaptability, making it attractive for operators entering the market. As a result, inflataparks are gaining renewed momentum as a scalable and efficient alternative within the family entertainment center space.

Mike can be reached on LinkedIn. To learn more about Galaxy Multi Rides, visit www.galaxymultirides.com. To learn more about Do The Beach, visit www.dothebeach.com.

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Nick DiMatteo is a leader in the attractions and entertainment industry with a background that spans banking, food and beverage, and immersive amusements. Growing up in an entrepreneurial family, he developed financial acumen early, holding a P&L as a child and learning the fundamentals of business from his grandfather. His career evolved from finance into hospitality and ultimately into amusements, where he now focuses on innovation in guest experiences. In this interview, Nick talks about changing the world, multi-sensory birthday parties, and ambiverts.

“I think that we could change the world one kid's birthday party at a time.”

Nick frames his work through a surprisingly ambitious lens. What might seem like a simple birthday party becomes, in his view, an opportunity to create meaningful emotional impact. He explains that small, intentional moments can carry significant psychological weight, especially for children. By focusing on how experiences make people feel, rather than just what they do, he believes operators can create memories that resonate far beyond the moment itself.

This mindset stems from his desire to make a difference, which he describes as both a personal driver and a refined professional strength. What once may have been people-pleasing has evolved into a strategic advantage, allowing him to design experiences that genuinely connect with guests and elevate the perceived value of even the simplest interactions.

“The person in the party controls the sound, the light, and the smell of the environment.”

Nick introduces a new concept in birthday celebrations through a product that transforms the party room into an interactive, immersive environment. Rather than treating the room as a passive space for cake and gifts, his approach makes it the centerpiece of the experience. By integrating sound, lighting, and scent, the room itself becomes part of the celebration, responding dynamically to the birthday child and their guests.

He emphasizes how this innovation levels the emotional experience regardless of party size. Whether five guests or fifty, the environment can create the same sense of excitement and importance. This not only enhances the guest experience but also delivers stronger perceived value for parents, who are often making a significant financial investment in the celebration.

“The majority of the population is not extroverts.”

Nick highlights the importance of designing experiences that accommodate different personality types. While activities like karaoke often cater to extroverts, his approach intentionally creates space for those who are more reserved. By allowing guests to ease into participation and step back when they choose, the experience becomes more inclusive and comfortable for everyone.

This philosophy reflects a broader understanding of guest behavior. Rather than forcing engagement, Nick advocates for environments that invite participation naturally. By recognizing that many people fall somewhere between introvert and extrovert, he designs experiences that adapt to the guest, rather than expecting the guest to adapt to the experience.

Nick can be reached on LinkedIn, as well as by email at [email protected]. To learn more about his work and company, visit fortyfivegames.com.

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Ben Thompson is the CEO of Storyland Locations. With a career spanning Mars, The Walt Disney Company, and Merlin Entertainments, Ben has built a strong foundation in brand development, storytelling, and attraction design before launching his own ventures within the Storyland ecosystem. His work focuses on creating immersive, story-driven experiences by bridging intellectual property, operators, and locations. In this interview, Ben talks about story-led experiences, connecting IP to operators, and being a lifelong learner.

Story-led experiences

Ben frames story as more than entertainment or escapism. He sees it as a fundamental way humans interpret reality, made up of character, setting, and plot. This philosophy drives his approach to experience design, where attractions are not just physical spaces but narratives that transport guests and help them connect with different perspectives. By anchoring experiences in meaningful storytelling, he believes attractions can foster empathy, connection, and shared understanding.

He also emphasizes that story exists on a spectrum. Some experiences are deeply immersive, while others are lighter and more socially driven. The key is intentionality. Whether designing a highly themed environment or a more casual interactive space, the goal is to create something that resonates emotionally and delivers a clear narrative purpose.

Connecting IP to operators

Ben explains that Storyland Locations serves as a bridge between intellectual property owners, real estate developers, and operators. Each group plays a critical role, but aligning them requires both creative vision and analytical discipline. His process begins with defining the “why” behind a project, followed by evaluating market opportunities, benchmarking competitors, and modeling feasibility.

He highlights that success depends not just on the strength of the IP, but on the people behind it. Strong relationships, trust, and collaboration are essential to bringing concepts to life. Operators must see value beyond licensing costs, while IP holders need flexibility in how their stories are adapted. Ultimately, connecting these pieces is an iterative process that blends storytelling, business strategy, and relationship management.

Being a lifelong learner

Ben credits much of his growth to continuous learning. Early in his career, he consumed a wide range of business books, and today he supplements that with podcasts and project-specific research. He views learning as both a personal driver and a professional necessity, especially as he frequently steps into new challenges where he only “knows enough to be dangerous.”

This mindset fuels his willingness to experiment, adapt, and improve. Whether refining his leadership approach, exploring new creative concepts, or leveraging tools like AI, Ben sees learning as an ongoing process. His curiosity extends beyond the attractions industry, drawing insights from history, architecture, and business to inform his work and keep his perspective evolving.

Ben can be reached on LinkedIn, where he actively engages with industry peers. To learn more about Storyland Locations, visit www.storylandstudios.com.

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