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 2026, happening in Orlando, Florida, November 16th - 20th. It’s where more than forty-thousand professionals come to share the wonder, explore over a thousand innovative exhibitors, and discover future-focused solutions. From education to networking to ideas that drive real business impact, IAAPA Expo is where what’s next takes shape.

Register now and save up to 30% at IAAPA.org/IAAPAExpo.

Planning the perfect park trip or guest experience rarely goes exactly as expected. Weather changes, attractions close, schedules shift, and unexpected challenges can quickly derail expectations. During Matt’s recent road trip, “CoasterNerdCon 2026,” he gained several lessons on how flexibility, meaningful human connections, and thoughtful leadership can transform those moments into memorable experiences. In this episode, Matt and Josh talk about flexibility, authentic connections, operational observations, and the leadership lessons that emerged from CNC26.

“You've got to remain flexible so you don't get bent out of shape.”

Matt reflects on his annual coaster road trip, where changing weather, ride closures, air quality concerns, and unexpected schedule changes required constant adjustments. Instead of allowing those disruptions to define the vacation, the group focused on what they could control and embraced new opportunities. This mindset is connected to leadership, explaining that successful leaders recognize what is beyond their control and redirect their energy toward creating the best possible outcome for their teams and guests.

“We didn't create it; we allowed it to happen.”

An early park closure at Cedar Point unexpectedly led to one of the trip's most memorable experiences when Matt's group shared dinner with complete strangers who quickly became friends. The conversation expands into how spontaneity often creates the moments guests remember most. The lesson learned is that we should leave room for organic experiences instead of trying to script every detail, both in our personal lives and in leadership.

“Without saying a word, I felt like we had made a connection.”

Matt shares a simple series of interactions with a Hersheypark team member that evolved from a smile to a wave, then a high five, and finally a sincere handshake. Genuine hospitality is not always loud or theatrical. Consistent acknowledgment, enthusiasm, and personal recognition communicate to guests that they matter. The conversation reinforces that strong relationships are built through repeated, authentic interactions, rather than one extraordinary moment.

“The numbers don't tell the whole story.”

Throughout the discussion, Matt highlights observations from several parks that sparked leadership conversations. He praises Kings Island's consistent parting greetings, Holiday World's remarkable cleanliness, and a standout food and beverage team member at Knoebels whose patience exemplified exceptional hospitality. Matt also shares thoughtful operational observations about communication, capacity, and leaning into signature guest experiences, encouraging leaders to evaluate decisions from the guest's perspective while balancing operational realities.

What lessons have you learned from your own park visits or guest experiences? Share your observations, stories, and ideas with Matt and Josh through the AttractionPros social media channels or by visiting the AttractionPros website. Your experiences could inspire a future conversation and help the entire attractions industry continue creating even better guest experiences.

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Caroline Schumacher is the President and CEO of Give Kids The World. After beginning as a College Program Cast Member at Walt Disney World, Caroline built a career spanning volunteer management, guest operations, fundraising, and executive leadership before leading the Astronaut Scholarship Foundation and recently returning to Give Kids The World. Her experience bridges hospitality, attractions, and nonprofit leadership, all centered on creating unforgettable experiences for families facing extraordinary challenges. In this interview, Caroline talks about inspiring hope, light, and joy, a first-class hospitality mindset, and work-life integration.

“This week really is just filled with light and joy for them, and they have all these amazing family memories built during this week.”

Caroline explains that Give Kids The World exists to provide weeklong, cost-free vacations for children with critical illnesses and their families while partnering with wish-granting organizations throughout the world. Beyond offering accommodations and access to Central Florida attractions, the village creates an environment where families can temporarily set aside medical appointments, treatments, and uncertainty in favor of laughter, connection, and lasting memories.

She also discusses how thoughtful language supports the organization's mission. Shifting from terms like "terminal illness" to "critical illness" better reflects the hope they want every family to experience. Whether through personalized experiences like King Micah's coronation or everyday interactions throughout the village, every detail is designed to replace fear with optimism and remind families that joy still has a place in their lives.

“We never want our families to feel like they're getting charity.”

Caroline believes exceptional hospitality comes from making every family feel genuinely valued rather than simply cared for. Inspired by the service standards at luxury resorts, her team focuses on personalization rather than expensive gestures. Every department, from housekeeping to engineering, understands its role in creating a seamless experience that feels intentional and uniquely tailored to each family.

She emphasizes that outstanding hospitality begins with an authentic culture. Employees and volunteers must consistently live the organization's values because guests and volunteers quickly recognize whether those values are genuine. By creating meaningful experiences through thoughtful details, Give Kids The World delivers hospitality that rivals world-class resorts while offering something families cannot find anywhere else.

“Balance is really unrealistic.”

Caroline shares her philosophy that work-life integration is healthier than chasing perfect balance. She explains that different seasons of life naturally require different priorities, making the idea of equal balance unrealistic. Rather than separating work and personal life into competing categories, she encourages leaders to recognize how both can complement one another.

She intentionally brings her family into her work by involving her children in volunteer opportunities and celebrating professional successes together. Likewise, she encourages leaders to acknowledge the sacrifices made by employees' families, recognizing that meaningful work often requires support from loved ones behind the scenes. This perspective creates stronger relationships at home while fostering healthier, more sustainable leadership.

Caroline can be reached on LinkedIn. To learn more about Give Kids The World Village, volunteer, donate, or schedule a tour, visit www.gktw.org. During the interview, Caroline also encourages visitors to connect with her on LinkedIn if they would like to learn more about the organization or arrange a visit to experience the village firsthand.

And to get your “FAAAANTASTIC” socks, where all proceeds go directly to Give Kids the World, click here.

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Evan Hall is the Chief of Big Ideas of Forward Thinking Designs. Growing up in a family of touring musicians, Evan followed his parents into technical entertainment before beginning his own career at Disney, where he progressed from selling popcorn to becoming a show technician. After years in themed entertainment and AV integration, he co-founded Forward Thinking Designs to focus on creating immersive experiences through show control and programming for attractions around the world. In this interview, Evan talks about the magic of show control, surprise and delight through A/V, and being the Chief of Big Ideas.

“I've got a conductor, I have a show, we're running it, and I have lots of different characters and actors and musicians all playing in harmony in unison.”

Evan compares show control to an orchestra conductor coordinating every instrument to create a seamless performance. While guests only experience the finished attraction, his team's role is to ensure countless technical systems work together invisibly behind the scenes. Whether synchronizing audio, lighting, safety systems, or special effects, the goal is complete transparency so guests experience only the story and the magic, never the technology powering it.

“Anything technology, anything AV, anything that is gonna surprise and delight, that's really what gets our team super excited.”

Rather than focusing on traditional AV installations, Forward Thinking Designs specializes in entertainment experiences that create memorable emotional moments. Evan explains that every project begins with the creative vision, asking what guests should see and feel before determining how technology can make it happen. By planning for future expansion, simplifying user interfaces, and embracing emerging tools like AI where appropriate, the company creates systems that are both immersive for guests and intuitive for operators.

“It's never been my place to come up with an idea. It's always been my place to come up with a spark of an idea and then honestly get out of the way.”

Evan's unique title reflects his leadership philosophy. Rather than trying to solve every problem himself, he creates the initial spark and empowers his team to develop the best solution. He emphasizes understanding the end user, encouraging creativity, and allowing technical experts the freedom to innovate while keeping everyone focused on delivering experiences that guests will remember. For Evan, leadership is less about having every answer and more about creating an environment where great ideas can grow.

Evan can be reached on LinkedIn, as well as by email at [email protected]. He also shared [email protected] as a general contact email. To learn more about Forward Thinking Designs, visit www.forwardthinkingdesigns.com.

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Traveling with young children can completely change the way an attraction is experienced, revealing moments of exceptional hospitality alongside opportunities where service can be improved. In this episode, Josh shares stories from his family's first visit to Disneyland through the lens of both a guest experience consultant and a parent, and unpacks the practical lessons that any attraction can apply. In this episode, Matt and Josh talk about creating memorable guest experiences through intentional hospitality, recognizing opportunities for service recovery, and understanding the unique needs of families visiting attractions.

“The intentionality behind it is what made that happen. But it seemed like it was serendipitous. I think that is the definition of magic.”

Josh shares the unforgettable experience of his son's visit to Cars Land and an unexpected gift following a Lightning McQueen character meet-and-greet. What appeared to be a spontaneous magical moment was actually the result of thoughtful planning behind the scenes. Every organization can build systems that empower team members to recognize guest opportunities and create meaningful moments that feel effortless to the guest.

“The only acceptable answer is to get you the steamed milk.”

A simple breakfast request became an example of how service recovery depends on ownership. When a restaurant's equipment failure prevented a request from being fulfilled, the initial solution shifted the responsibility to the guest before the team ultimately resolved the issue. In this example, hospitality professionals should look beyond explaining a problem and instead focus on finding a path to the desired outcome, especially when serving families who may already be managing additional challenges.

“In the first story, an experience happened because we could not see the system running in the background. The second story happened because it was exposed.”

Comparing both experiences reveals an important distinction between great guest experiences and visible operational friction. Behind every magical moment is a carefully designed system working out of sight. When those systems remain hidden, hospitality feels seamless. When guests see the operational obstacles instead of the solution, the experience becomes less memorable for the right reasons. Designing invisible support systems is just as important as training frontline team members.

“I have a newfound level of respect and appreciation, having now been through that myself with my family.”

Reflecting on the trip, Josh shares how experiencing a theme park as a parent provided an entirely different perspective. From navigating airports to managing young children throughout the day, the experience reinforced the effort many families invest simply to arrive at an attraction. That realization also deepened his appreciation for families facing even greater challenges, reminding attraction professionals that every guest arrives with a unique story and deserves empathy throughout their visit.

These stories demonstrate that the most memorable guest experiences often come from the people and systems working behind the scenes to make hospitality feel effortless.

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Alex Sheen is the Founder and CEO of because I said I would. Inspired by the legacy of his father, Alex transformed a simple promise card into a global social movement that has distributed more than 15.5 million promise cards across 178 countries. Today, the nonprofit focuses on teaching resiliency skills and mental health habits through schools, prisons, workshops, and its 92-acre camp and retreat center in Ohio. In this interview, Alex talks about making promises, resiliency and mental health, and recognizing negative thinking.

“I respect you too much to make a promise I can't keep.”

Alex explains that promises are more than commitments. They are reflections of personal integrity. What began as a tribute to his father's reputation for always following through has evolved into a philosophy centered on intentional accountability. He shares how the simple act of writing a promise on a card creates a level of seriousness that spoken words often lack.

He also discusses the importance of having the courage to say no when necessary. Rather than making commitments that are unlikely to happen, Alex encourages people to focus on completing the promises that truly matter. By establishing healthy boundaries and prioritizing meaningful commitments, individuals can avoid compounding disappointment while strengthening trust with others.

“It really is about the resiliency skills and mental health habits that we need to face the adversities of life.”

Alex describes how because I said I would has expanded beyond promise cards into an organization dedicated to helping people navigate life's challenges. Through workshops, educational programs, and its camp and retreat center, the nonprofit teaches practical skills such as stress management, accountability, self-control, and goal setting to students, families, organizations, and community groups.

He also reflects on the pandemic, when many of the organization's programs came to an abrupt halt. Rather than accepting defeat, the team shifted its mission by producing face masks for hospitals, supporting families affected by COVID-19, creating online resiliency courses, and ultimately investing in a permanent retreat center designed to sustain the organization's impact for generations.

“You can have thoughts and not believe them.”

As a practical takeaway, Alex introduces four common negative thinking patterns: focusing on the negative, all-or-nothing thinking, catastrophizing, and negative self-labeling. While these thought patterns are natural, he explains that recognizing them is the first step toward preventing them from controlling our decisions and emotions.

Instead of reacting automatically, Alex encourages leaders and individuals alike to pause and identify which thinking pattern they may be experiencing. Simply acknowledging, "I'm catastrophizing," or "I'm focusing on the negative," creates space to respond more thoughtfully. This simple habit, which the organization teaches in schools, prisons, and retreats, helps build emotional resilience in both everyday life and leadership.

Alex can be reached on LinkedIn, and encourages listeners to visit becauseisaidiwould.org to learn more about the nonprofit and camp.becauseisaidiwould.org to learn more about its retreat center.

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Jake McCoy is the Interim CEO of RWS Global. With a background in technical theater production and more than 15 years of experience across live entertainment, production, operations, and business strategy, Jake has helped shape RWS into a global leader in live moments across cruise lines, theme parks, sports, and destination experiences. After meeting RWS founder Ryan Stana backstage during Mariah Carey’s first “All I Want for Christmas Is You” production at the Beacon Theatre, Jake joined the company and has since worked across nearly every department within the organization. In this interview, Jake talks about human-led experiences, a single source of truth, and the Ferrari analogy.

“At the end of the day, for me, this is really what it is all about is we create human-led experiences powered by exceptional human talent.”

Jake emphasized that while technology and AI continue to reshape the entertainment landscape, RWS differentiates itself through people. He explained that the company’s success comes from blending creative excellence with operational excellence while relying on world-class talent to bring experiences to life. Rather than simply producing entertainment, RWS focuses on creating emotional human connections through storytelling and immersive engagement.

He shared that audiences today no longer want entertainment to simply “happen at them.” Instead, guests want to actively participate in experiences. Jake highlighted immersive cruise ship lounges, secret speakeasy experiences, and branded activations as examples of how RWS creates environments where guests become part of the story. He also reflected on the emotional impact of character meet-and-greets, explaining that even seemingly small interactions can become lifelong memories for families and children.

“I think one foundational principle, it doesn't matter how big you are, it doesn't matter if you're a five-person team or a 500-person team, is single source of truth.”

As RWS expanded globally through acquisitions, Jake explained that communication and operational alignment became one of the company’s biggest challenges. He described how different offices initially operated on disconnected systems, making collaboration inefficient and inconsistent. To solve this, RWS implemented a unified operational infrastructure where all teams use the same communication tools, HR systems, project management platforms, and content repositories.

Jake explained that a single source of truth is about much more than software. It creates clarity, accountability, and consistency across an organization. Whether someone works in New York, Shanghai, London, or Riyadh, every team member knows exactly where to find the most accurate information and how to communicate effectively. He stressed that scalable businesses require stable systems, consistent rhythms, and clearly defined communication channels that allow people to focus on delivering experiences instead of searching for the correct version of a document.

“RWS Global looks like a Ferrari on the outside. My job is to make sure that it is built like a Ferrari on the inside.”

Jake used this analogy to explain his operational philosophy as COO and now Interim CEO. While many companies focus only on what guests see externally, he believes long-term success depends on building strong systems, infrastructure, and operational discipline beneath the surface. That includes scalable processes, integrated global teams, intentional communication strategies, and carefully aligned acquisitions.

He explained that sustainable growth requires more than rapid expansion. Organizations must build a reliable internal engine capable of supporting future scale without sacrificing quality or culture. Jake shared that RWS learned early on that acquisitions do not naturally integrate themselves. Success requires clear communication, cultural understanding, unified systems, and leadership that intentionally creates one cohesive team. By building a strong operational foundation, RWS has positioned itself to continue growing across entertainment and sports markets around the world.

Jake can be reached on LinkedIn, as well as through the official RWS Global Instagram account at @rwsglobalofficial. To learn more about RWS Global, visit www.rwsglobal.com.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

Alyse Sklover is the Senior Manager of Events and Partnerships at ROLLER. Her career in the attractions industry began at The Walt Disney Company, where she worked in merchandise and entertainment in Tomorrowland before transitioning into the music industry. After studying at Rosen College of Hospitality Management, she returned to attractions at Kennedy Space Center Visitor Complex, later joining IAAPA during the pandemic as the FEC and LBE liaison. Following a role with Escapology, she joined ROLLER, where she now focuses on events and community marketing initiatives that strengthen collaboration across the attractions industry. In this interview, Alyse talks about “nail it before you scale it,” collaboration as our power-up, and letting your guests be mad.

“Make sure that your focus really is on nailing it before you scale it.”

Alyse emphasized that attractions often become so focused on creating memorable “wow” moments that they overlook the operational basics guests expect. Drawing from her experience at Kennedy Space Center Visitor Complex, she explained that safety, cleanliness, and consistency must come before entertainment enhancements. She pointed out that no amount of “pixie dust” can overcome overflowing trash cans, unsafe walkways, or poor food quality.

She also connected this philosophy to larger entertainment brands. While she admires the creativity and energy of many organizations, she believes the industry sometimes becomes overly focused on spectacle instead of operational fundamentals. Alyse argued that once a company reliably delivers on core expectations, the added entertainment elements become much more impactful.

“Collaboration is my absolute favorite thing. And the power up for sure, it's what keeps this industry going.”

Alyse described community marketing as a way to strengthen the already collaborative nature of the attractions industry. Rather than building competing platforms or sales-focused events, her goal is to make existing resources more accessible to operators who are often stretched thin. She discussed creating regional events, roundtables, and resource hubs that help operators connect, learn, and support one another.

She believes attractions are unique because competitors openly share ideas, strategies, and best practices. Alyse shared a story about one roller skating operator willingly allowing another operator in the same state to copy her liability waiver because she simply wanted to help. She noted that poor experiences at one attraction can negatively impact perceptions of the entire industry, which motivates operators to collectively raise standards rather than protect information.

“Just let me be upset. I'm not mad at you. This is not your failure. You're trying to make it right, but just let me be upset.”

Guest recovery is one of Alyse’s biggest passions, and much of her philosophy was shaped during her time at Kennedy Space Center Visitor Complex, where rocket launches could be scrubbed moments before liftoff. She explained that guests often traveled internationally and built entire vacations around launches, making those emotional disappointments incredibly difficult to recover from. Instead of immediately trying to “fix” emotions, she learned the importance of first allowing guests to feel disappointed and heard.

Alyse also stressed the importance of empowering frontline employees to resolve issues quickly. Crew members were given tools and recovery options they could offer immediately without waiting for management approval. She believes silence and delays only escalate frustration, while empathy and decisive action build trust. In many cases, she argued that a well-handled recovery can create a more loyal guest than an experience where nothing went wrong at all.

Alyse can be reached on LinkedIn, as well as through ROLLER’s website. To learn more about ROLLER, visit roller.software.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

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].

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

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.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

To connect with AttractionPros:

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.

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.

This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:

To connect with AttractionPros: