AttractionPros Podcast

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Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Kim Welch is the founder of Welcome Hub. After growing up as an attractions fan, she started at Enchanted Forest Water Safari, learning front gate ticketing, retail, food, and games. She later moved to Orlando, spent years in entertainment at Universal Orlando, then shifted into IT and digital ticketing, becoming a subject matter expert working with marketing and operations. Roles at Universal, Gateway Ticketing Systems, and SSA Group led her to launch Welcome Hub to reimagine how tickets are delivered. In this interview, Kim talks about making digital ticketing better, tickets as a pre-show, and creating unboxing moments.

“That's what making it better is all about, is how do we take some of these burdens off of our guests and give them the options they need to make their visit even easier…”

For Kim, “better” means removing friction for both guests and teams. She recalls buying tickets at a kiosk, then photographing each printed ticket just to share them with her family because there was no flexible digital option. When guests must invent workarounds like this, the system is failing them.

Behind the scenes, she notes, teams juggle separate setups for PDFs, Apple Wallet, Google Wallet, and event tickets, often updating the same content in multiple places. This complexity pushes organizations to scale back branded content even though that weakens the experience. Kim’s answer is a unified delivery layer like Welcome Hub that pulls ticket data via APIs and centralizes links, wallets, and messaging so information stays accurate and guest-friendly.

“Coming from entertainment, I have a bit of a flair for the dramatic theatrical. So I always think of the tickets as the pre-show.”

Drawing on her entertainment background, Kim argues that tickets should be treated as part of the show, not just a barcode. Just as a pre-show sets story and context, ticket communications can orient guests, answer key questions, and build anticipation long before arrival. She points out that operators invest heavily in onboarding staff, yet rarely design equally thoughtful onboarding for guests.

Kim suggests enhancing confirmation emails and ticket pages with brand voice, clear “need-to-know” information, and links that adapt over time. Simple improvements, like structured data that lets email platforms surface trip details, can help guests find what they need quickly. Even small, incremental changes can transform ticketing from a dry transaction into a stage-setting moment.

“Why aren't we doing this for attractions that spend multi-millions of dollars on beautiful themed physical spaces? They don't have these other tangible moments pre-visit.”

Kim believes attractions are overlooking powerful “unboxing” opportunities. Guests might spend thousands of dollars on a vacation yet receive nothing more than a plain confirmation email or generic ticket. She compares this to retailers and credit card brands that design packaging specifically to be unboxed and shared.

She imagines destinations sending pre-visit kits or postcards that tease dining, merchandise, and stories, paired with digital content and QR codes. These touchpoints help guests visualize their spend, plan their visit, and feel excited well before they arrive. Kim also notes that when attractions do not create these moments, influencers and third parties fill the gap with messaging that may not align with the brand.

Kim can be reached via email at [email protected], and more information about her work and Welcome Hub can be found at welcomehub.org, where she shares a manifesto on guest-centric ticketing. She is also active on LinkedIn, and encourages industry professionals to connect, share ideas, and explore small, incremental steps that make digital ticketing and pre-visit engagement better for both guests and operators.

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Michael Acevedo is the Business Development Manager for Nassal. Growing up in Orlando, Michael turned a summer job at Universal Orlando into a two decade career that has spanned ride operations, tech services, engineering, Universal Creative, Walt Disney Imagineering, and now themed construction and fabrication. He has worked on projects such as Harry Potter and the Forbidden Journey, Transformers, the Fantasyland expansion, Star Wars: Rise of the Resistance, and Star Wars: Galactic Starcruiser, before moving into project management and business development at Nassal and its design build brand, nFusion. In this interview, Michael talks about reliability & guest experience, being yourself, full circle career moments.

“Every minute of downtime on this one attraction impacts the guest experience so much more than even 10 minutes of downtime at this other attraction.”

Michael explains how his time in tech services engineering at Universal revealed the tight bond between reliability and guest satisfaction. By combining uptime data with daily guest ratings and information on which rides guests could or could not experience, his team could see which attractions caused the biggest drop in satisfaction when they went down and prioritize problem sensors and components accordingly. This moves reliability from a back of house statistic to a strategic lever, guiding where to invest time and resources so that technical decisions protect the most emotionally important moments in the visit.

“So the most important piece of advice I would give people is just be yourself.”

Looking back, Michael admits he spent years trying to match an imagined standard of who he should be at companies like Universal and Disney. Over time, he noticed that promotions, project invitations and leadership responsibilities tended to appear when he was showing up as his authentic self. In an industry that needs everyone from artists and engineers to plumbers, accountants and ticket sellers, he argues there is no single template for success. Bringing your real background, culture and personality into the work, and remembering that you are also a consumer of these experiences, is part of what makes you valuable.

“I don't know if I'll ever be able to top that moment, standing there with people who I looked up to, that I was right alongside them.”

Michael recalls a defining full circle moment on Star Wars: Rise of the Resistance. After years of development, he stood at the exit on opening morning at Disney’s Hollywood Studios and watched guests step off the attraction in disbelief, some in tears, thanking the team for making their Star Wars dreams real. He links that experience to seeing creative leader Scott Trowbridge at Universal years earlier and wondering what it would be like to work with him, then later sitting together as peers on Galaxy’s Edge. Through mentoring students, hosting shop tours and sharing his story, Michael hopes to help others create their own full circle career moments.

Michael encourages listeners who want to learn more about Nassal to visit nassal.com, where they can explore the company’s portfolio of themed projects and capabilities. He also invites anyone seeking career advice or interested in working with Nassal to connect with him directly on LinkedIn.

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

IAAPA Expo is often described as the “most wonderful time of the year” for attractions professionals, but it can also be overwhelming: long days, packed schedules, and endless conversations. By unpacking the expo, Matt and Josh share how they turned the week into a soul-filling, business-building experience through people, intentional design, and investing in the next generation. In this episode, Matt and Josh talk about how to turn IAAPA Expo into the most meaningful and memorable week of your professional year.

People, Meetups, and Becoming the “Elder Statesman”

“This was such a huge ‘people’ experience for me.”

Matt’s first big takeaway is simple: people. From the AttractionPros Meetup until leaving Epic Universe on Thursday night, he was in constant conversation, reconnecting with long-time colleagues, and supporting first-time speakers. Matt also talks about his evolving role as a kind of “elder statesman,” helping newer professionals, making the event as much about lifting others up as about his own experience.

Booths as Mini Attractions

“An expo booth should operate like a mini attraction.”

Josh shared how he treated his exhibit booth as a mini attraction. With two interns, they focused on fundamentals of guest service. Details mattered: enhanced carpet padding that felt like “walking on a cloud,” comfortable lounge-style furniture, and a coffee station with branded cups and carefully placed lids so the logo was always visible.

Inclusion Beyond Accessibility

“Inclusion is not the same as accessibility.”

Matt highlights a powerful session on inclusion led by Sharon Newhardt and Enzo Piscopo of Morgan’s Wonderland. Enzo, presenting from a wheelchair on a stage accessible by a newly installed lift, shared how physical accessibility does not automatically equal inclusion. He explained that while ramps and designated seating may check compliance boxes, they can still leave guests and employees feeling excluded such as never being able to choose a seat behind home plate or in a dream location at a ballpark.

When IAAPA Expo Really Is a Family Reunion

“You never know who you’re related to at the Expo.”

Josh shares a story that turns the “family reunion” metaphor into reality. In the middle of a packed Tuesday, he receives a text from his mom: “We have a cousin exhibiting at IAAPA.” The next day, Josh finally met his second cousin once removed — someone who has been in the industry longer than he has, working on the chemistry behind skin for animatronics. They realize they’ve likely been in the same building at the same time for years without knowing it.

Quick Hits: Energy, Words, Appreciation, Rest, and Instagrammable Workplaces

“Sleep and rest are not the same thing.”

Matt runs through a series of “quick hits” that left a mark on him. From the Women in the Industry Luncheon, he shares Lauren Hodges’s concept of managing energy, not just time, reframing mindset language, demonstrating a deeper sense of appreciation, and differentiating sleep from rest. Finally, seeing IAAPA staff proudly taking selfies in their own event space prompts the question: is your workplace Instagrammable for your team?

“The overall value of IAAPA Expo is intangible and sometimes is not even realized until much later in the future.”

While you can quantify tickets, sessions, and receptions, the real value of the week for Josh’s interns came from introductions, mentorship, and compounding opportunities. Josh intentionally introduced them to every person who came to the booth, encouraged them to talk about their own career goals, and encouraged them to attend separately-ticketed events. By midweek, they had lost count of how many executives they’d met. While organizations often focus on hard ROI, it is the personal growth, expanded networks, and renewed passion that attendees bring back are equally valuable, even if they’re harder to measure.

What were your biggest takeaways from IAAPA Expo? How are you turning your booth, sessions, or workplace into memorable experiences? What are you doing to make your operation more inclusive, people-centric, and soul-filling?

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Salma Abassaly is the co-founder and managing partner of CERTIS LLC. Born and raised in Paris, she moved to the United Arab Emirates in 2007 and built a career that spanned luxury hospitality, corporate services, managing children’s play areas, and leading leisure facilities before becoming an entrepreneur. CERTIS LLC is a UAE-based inspection and certification body that serves rides, attractions, and leisure facilities, pairing technical rigor with real-world operational insight. In this interview, Salma talks about inspections and certifications, relationship capital, and normalizing diversity.

“We work with leading operators regionally and we ensure their rides meet international standards and we offer them an end-to-end approach from concept design to installation inspection as well as their ongoing operational audits and inspection.”

Salma explains that CERTIS LLC provides an end-to-end approach, from concept and installation inspections through ongoing operational audits and periodic inspections. Her own operator background means she “speaks the language of the operators,” helping clients see an inspection body not as a cost or constraint but as an ally that aligns perception and reality through standards. She and her partner, Fadi, intentionally balance operational fluency and technical rigor so there is “no gap” when addressing client concerns.

She also emphasizes credibility as foundational. Accreditation was the stamp that allowed CERTIS LLC to demonstrate quality, reliability, and transparency from day one, opening doors with regional leaders and setting a bar the company intends to uphold as it grows across the region and into emerging markets.

“I think the transaction is the ultimate accomplishment of the relationship through the company, but before that, there's the relationship.”

Relationships are not just a tactic for Salma; they are a metric of success. She prioritizes availability, consistency, and nurturing human connections beyond business, noting that trust built early makes hard conversations possible when inspections surface issues clients would rather not hear. To protect the partnership at the heart of CERTIS LLC, she and Fadi even engaged in proactive relationship coaching at the company’s founding to set ground rules for how they would show up, disagree, and decide together. That investment sustains a culture of collaboration with each other and with clients, where long-term partnership matters as much as revenue.

Salma adds that surrounding yourself with people who are “smarter than you” elevates outcomes and turns competition into collaboration. Growth, she says, is rarely linear; persistence, shared purpose, and strong partners win over time.

“The goal is not really to highlight gender, but more to normalize diversity.”

Reflecting on often being one of few women in boardrooms, Salma argues that representation fuels aspiration and that women’s leadership brings emotional intelligence, resilience, and collaboration that benefit teams and guests alike. Her advice to women entering the industry is to lead as their authentic selves, not by copying stereotypically male behaviors. She hopes her daughter’s generation won’t even need to notice whether there are two women in a meeting, because diversity will simply be normal.

Salma also shares her experience of the UAE as dynamic, opportunity-rich, and safe, with visible commitment to entrepreneurship and women in leadership. That environment, she says, has enabled her to turn vision into reality and to scale with clarity of purpose.

To connect with Salma directly, reach out to her on LinkedIn, and to learn more about the company, visit the CERTIS LLC website.

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Tyler Rizzo is the Vice President of Finance at COTALAND. Growing up in Central Florida, he got his start in attractions at Busch Gardens Tampa, then earned a hospitality management degree at UCF’s Rosen College before moving from front-of-house operations into analytics at SeaWorld, revenue analytics at Cedar Fair, and leadership roles spanning analytics and food and beverage. He later consulted at Storyland Studios on pre-concept through opening projects. Today, he’s helping launch COTALAND in Austin, a dense 30-acre park with about 30 rides built alongside Circuit of the Americas, home to the F1 United States Grand Prix. In this interview, Tyler talks about bridging finance and operations, not chasing expensive pennies, and avoiding the doom spiral.

“I’ve kind of always treated it like an improv group; you never say no.”

Tyler explains that finance succeeds when it partners with operators rather than policing them. He emphasizes open lines of communication, involving department heads in decisions, and never blindsiding colleagues with a spreadsheet they’ve never seen. He also stresses getting into the field, noting how proximity to the park at SeaWorld helped finance teams “walk the walk,” hear guests on rides, and translate spreadsheet cells into real experiences.

That frontline credibility matters. Having carried a radio and worked the fryer, he says operators trust guidance from someone who has lived their constraints. Seasonality, hours of operation, and the realities of running rides and restaurants don’t always show up in a model. By pairing operational tacit knowledge with analytics, Tyler builds plans that are both tight on paper and resilient in practice.

“I’ve had multiple times throughout my career where we chased expensive pennies.”

Tyler cautions against over-correcting for small losses without weighing the bigger picture. He uses examples like shrink in retail or food waste in fries: quantification is essential, but so is the cost-benefit analysis of fixes. If moving T-shirts indoors to cut theft chokes visibility and sales, or new security costs exceed the recovered margin, the “savings” are illusory.

He extends this thinking to the industry’s top- versus bottom-line focus. Cutting hours or labor can protect a quarter, but erode perceived value and long-term revenue. He contrasts firms that invest in people and guest experience with those making knee-jerk reductions, arguing that sustainable performance comes from meeting or exceeding value expectations, not just trimming expense lines.

“The easy button is to absolutely reduce hours, reduce labor, those start to become expensive pennies though when you’re losing your core market.”

When attendance dips, slashing staffing may seem prudent, but Tyler warns it can trigger a negative loop: thinner teams degrade service, which depresses visits further. His advice is to evaluate and realign the product’s value proposition to what guests expect in that market, then execute consistently over time rather than relying on short-term cuts.

He notes this discipline is hardest when micro results are choppy, yet it’s precisely when conviction matters. Whether for a single FEC or a multi-park operator, recovery hinges on a clear multi-year plan rooted in core hospitality, supported by data, and adapted through continuous testing of operating models, pricing, and offerings without sacrificing the guest experience.

To learn more about COTALAND, visit cotaland.com. To reach Tyler directly, connect with him on LinkedIn.

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Evan Barnett is the President of Pyek Group. Starting in the industry at 16 cleaning restrooms at Water World USA, he was quickly thrust into leadership, moved from park services to water safety, and grew under strong mentors who sharpened his view of people-first operations. Today, Evan leads Pyek Group across four parks in three markets under two brands, focusing on culture, clarity of mission, and what he calls the “un-water park” mindset: hyper-clean facilities, great food, and genuine hospitality. In this interview, Evan talks about cold, hard leadership, being unoffendable, and doing the basics really well.

“It’s tough. It’s cold, hard leadership is really what it is. And it’s listening and understanding and just realizing, hey, give the other guy the benefit of the doubt.”

Evan frames leadership as equal parts standards and empathy. Early in his career, he learned that perception is reality: a supervisor saw “slowness” while Evan was meticulously scrubbing grout with a toothbrush. That moment shaped how he equips teams by giving clear direction, the right tools, and assuming positive intent before judging outcomes. At Pyek Group, he translates this into over-communicating vision across varied brands and communities, aligning departments around a single mission so daily frictions become sparks that sharpen rather than burn.

He also guards leaders’ attention from getting hijacked by edge cases. Rather than orbit the “loud 20%,” he pours recognition and coaching into the 80% who show up wanting to do great work, using high-fives, momentum building, and consistent standards. For Evan, culture is “caught, not taught,” spread through a thousand conversations and modeled behavior that make accountability feel fair and human.

“The one core value I really want to hone in on that we have is called unoffendable… be unoffendable, man.”

Unoffendable is a Pyek Group core value, not an aspiration. Evan wants feedback to flow fast and candidly without venom and without weaponizing “brutal honesty.” In practice, that means seeking to understand before being understood, extending grace because everyone, including leaders, will need it back tomorrow. He links unoffendable behavior to hospitality itself: when a guest complains about cold food or long lines, defensive walls only distract from fixing the day. Empathy and grace let teams remediate quickly and leave people feeling cared for.

Internally, the same posture fuels agility. Teams “fire themselves” metaphorically, stepping out to reset their mindset and reenter discussions ready to solve problems together. Evan emphasizes that core values must be binary and lived. You are kind, or you are not. You are unoffendable, or you are not. Keeping feedback direct but non-weaponized preserves trust, speeds pivots, and keeps focus on the guest experience over ego.

“Just do the basics really well.”

Borrowing a line he admires from Troy Aikman, Evan centers Pyek Group on mastery of fundamentals: smiling welcomes, clean spaces, good food, frictionless transactions, and consistent delivery day after day. He calls it “power in the mundane,” resetting every morning so the thousandth “Where are the lockers?” gets the same warm response as the first. That dependable baseline becomes a brand personality guests can feel, and it cannot be copied by simply duplicating slides or lazy rivers.

Basics evolve, though. Orientation remains essential, but how teams learn must fit how they consume information today, using short, bite-sized training and tools they can use immediately on Day One. Evan is unafraid to reverse course when basics are misread. The lesson, letting fans tell you what matters and then amplifying it, keeps “basic” tightly aligned with real expectations.

You can reach Evan at [email protected], and learn more about Pyek Group at pyekgroup.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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Nathan Caldwell is the Bestselling Author, Thought Leader, and Speaker of Empowering Kindness. A lifelong performer-turned-leadership coach, Nathan’s early career on stage taught him how guest-facing energy is created (and depleted) every shift. He later guided culture and leadership through multiple corporate acquisitions, evolving his research and writing into the book Empowering Kindness and the practice behind it. Empowering Kindness supports organizations with practical, science-backed frameworks that lift performance by building trust, clarity, and courage. In this interview, Nathan talks about Empowering Kindness, developing leaders, and beating the calendar.

“Kindness takes strength, bravery, and wisdom to execute upon.”

Nathan pushes kindness far beyond “being nice.” Drawing on research and lived experience, he frames kindness as a disciplined leadership choice: seeing others’ needs (empathy), stepping into the gap despite discomfort (bravery), and applying the right response at the right time (wisdom). He cites studies showing that environments rich in kindness elevate wellbeing and performance, arguing that people are literally built to respond to good. Leaders operationalize this by defining what kindness looks like in specific roles, training for it, and equipping teams to deliver it consistently—not hoping people will “just be kind.”

Instead of the tired “compliment sandwich,” Nathan recommends an “Oreo” culture: clearly state what “good” and “excellent” look like, and call them out often. Doing so deposits trust so that hard feedback is welcomed rather than resisted. When leaders are known for recognizing excellence, coaching moments land as invitations to rejoin that standard, not as gotchas. The outcome is a reinforcing loop of clarity → recognition → trust → growth.

“They must be great at filling people up with energy.”

Borrowing from his performer background, Nathan describes the “energy lifecycle” of guest-facing roles: guests draw energy all day; if leaders only pull, teams burn out. Great leaders replenish through coaching, recognition, and practical support. He also normalizes the loneliness of leadership and urges leaders to build peer networks, learn continuously (books, webinars, podcasts), and identify personal recharge rituals. The goal isn’t endless cheerleading; it’s deliberate energy management so people can show up strong for guests and each other.

Nathan’s prescription is both organizational and personal. Organizations should create forums and rhythms where leaders learn together and hold one another accountable. Individually, leaders must notice depletion, own recovery, and return to the floor refueled. That self-awareness is a kindness to the team: a recharged leader is capable of the courageous conversations and steady presence that growth requires.

“You have to beat the calendar. You have to win against the calendar. Intentionality is the only way to do it.”

Seasonality and turnover can’t be excuses. Nathan warns against hoping people “pick up” experience during the busy months; that’s how issues get swept under the rug until they become trip hazards. Instead, map the precise competencies leaders need (e.g., handling difficult conversations), then schedule training, role-plays, and practice reps before peak season. Treat these as must-run plays, not nice-to-haves. When intentionality leads, teams meet higher guest expectations without burning out.

His approach centers on earlier, braver, better-prepared conversations. Define likely scenarios, script first lines, practice aloud, and debrief. Pair this with the “Oreo” culture so accountability sits inside an environment saturated with examples of “what right looks like.” The payoff: fewer surprises, faster course-corrections, and a leadership bench that returns each season stronger than it left.

In closing, Nathan invites listeners to connect directly: Email him at [email protected], visit empoweringkindness.com, and find him on LinkedIn.

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.

Every year, millions of attraction visitors lose hours in line instead of making memories. Since its inception, accesso’s virtual queuing has saved more than 4.5 billion minutes of wait time, freeing guests to pack their day with more rides, eats, and excitement. The result? Happier guests who spend more and a better bottom line for you.

Ready to turn waits into wins? Visit accesso.com/ROIClinic. The queues are virtual. The results are real.

Phil Royle is the Vice President of LEGOLAND Development and Operations at Merlin Entertainments. With nearly 25 years at Merlin, he’s grown from a 17-year-old ride operator at Chessington World of Adventures to opening Madame Tussauds Hollywood, leading guest experience at LEGOLAND Florida, and spearheading the development and launches of new LEGOLAND parks in New York, South Korea, and Shanghai. His career spans operations, development, community engagement, and global brand stewardship across 11 parks, multiple water parks, and themed hotels. In this interview, Phil Royle talks about being brick-centric, fantastical escapism, and teaching everything you can.

“We have to make sure that everything we do centers around the brick. The brick is absolutely a core part of everything we do.”

Phil explains that the LEGO brick is not just theming—it’s the operating system for the entire resort experience. Because LEGOLAND serves families with children ages two to twelve, attractions are intentionally designed as “pink-knuckle” firsts: first coaster rides, first driving school licenses, and first hands-on build zones. Accessibility and inclusion are embedded, from wheelchair access to widespread Certified Autism Center credentials across parks, aligning day-to-day operations with the brand’s “only the best is good enough” ethos.

He describes a tight collaboration with the LEGO toy company, aligning new lands and attractions to upcoming toy lines so the parks bring IP like Monkey Kid to life in rides, hotels, and interactive spaces. Even hotel rooms extend the brick-first philosophy: families wake up inside immersive, character-rich environments and can step straight into building play, ensuring the brick is literally the first and last touchpoint of the day.

“We want that fantastical escape to just say, ‘wow, I woke up at LEGOLAND.’”

Phil explains that escapism is a design and operational mandate for both kids and parents. While queues and coasters provide the familiar structure of a theme park day, discovery and agency come from integrated build-and-play moments, such play areas inside queues, free-build buckets, guided vehicle-building challenges, and earthquake tables that turn trial-and-error into laughter and learning. Guests think they’re just racing cars or stacking towers; in reality, they’re encountering physics, structural engineering, and cause-and-effect through tangible, joyful play.

He emphasizes that parents are part of the magic. Attractions and play spaces are planned so adults can ride, build, and celebrate alongside their kids, or comfortably supervise from thoughtfully designed lounges with clear sightlines (single-entry/exit play areas). Dining, shows, seasonal characters, and event overlays (from Brick or Treat through the holidays) complete a rhythm that lets families “forget the big wide world” for a day and live inside a story built from bricks and imagination.

“You can only move on if you teach your team absolutely everything you can so that they can be successful on their own.”

Phil frames leadership mobility and park scalability as outcomes of radical knowledge transfer. Opening multiple parks across continents required documenting processes, building successor capability, and ensuring local teams could operate confidently after handover. When knowledge is hoarded, questions bottleneck at the last team; when it’s centralized and shared, the next parks in the pipeline (Shanghai, Shenzhen, and beyond) can accelerate with fewer blockers.

He also extends teaching beyond internal teams to partners, media, and communities, using proactive education to align global safety standards with local norms (as in South Korea), and cultivating networks where safety transcends competition. For Phil, mentoring, documentation, and cross-park/intake relationships are the real engines that let leaders “move on to the next project” without leaving gaps behind.

To connect with Phil directly, he recommends reaching out on LinkedIn. To learn more about the company and what’s new at the parks, visit the LEGOLAND website (including information on seasonal events and upcoming coasters and lands in California and Florida).

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.

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!

IAAPA Expo week can feel like a blender, between travel, hectic schedules, and a convention center with lots of shiny, flashy lights. Rather than merely surviving, Matt and Josh crowdsource veteran wisdom into a Thrival Guide, leaning on planning, pacing, intentional networking, and purposeful follow-up so the week becomes genuinely transformative. In this episode, Matt and Josh talk about IAAPA Expo thrival tips—how to plan with intention, protect your energy, network on and off the floor, leave space for serendipity, and turn post-show momentum into results.

“It could be transformational to you as a human being, to your business, to the industry, to your team.”

IAAPA Expo is more than a trade show; it’s an annual reset. Matt and Josh reframe the week from “survive” to “thrive,” emphasizing that transformation only happens when you participate with intention. Walk in with a plan (what to see, who to meet, which sessions to attend), but also hold room to apply what you learn. The payoff is compound interest: new ideas, stronger relationships, and momentum that carries well beyond November.

“Preparation, preparation, and one more time—preparation.”

Use the online show guide and IAAPA Connect+ app to map exhibitors, sessions, and meetups before you arrive. Matt and Josh highlight pre-reaching out to people you want to see for breakfasts, coffees, or a lap of the floor together to ensure important conversations happen. Josh adds a mindset check: if someone leaves saying they “didn’t get anything out of it,” that’s usually a signal to plan better and proactively seek value.

“Wear comfortable shoes.” —Many submitters

“Consider attending some of the night events… and bring business cards.”

Don’t limit networking to the exhibit hall. Young Professionals Mixer, IAAPA Celebrates, and other evening events are where quick hellos turn into real conversations. Bring cards (or capture details digitally), and jot a note on each contact so your follow-up is specific. Also, be proactive during the day. The right question at the right booth (or in the hallway) can unlock unexpected connections.

“Keep time free for networking. Great ideas are shared over coffee.”

Build “white space” into your calendar. A strategic zig-zag lap of the floor early in the week helps you orient; then use unscheduled pockets for spontaneous demos, peer conversations, or simply catching your breath. Jamie’s mantra of “ride the ride” applies here: experience things that excite you—even outside your lane. Those surprises often spark the best post-Expo ideas.

“Plan your post-show before the show.”

Thanksgiving arrives fast. Block time now for emails, calls, and debriefs. Each evening, recap who you met, what you learned, and what you’ll do next so the week doesn’t blur together. Also, don’t work so hard you forget the FUN—but do make the fun actionable when you get home.

Download the full 2025 IAAPA Expo Thrival Guide here.

What’s your best IAAPA Expo Thrival tip—one practical and one “outside-the-box”? Share it with us by replying to this episode’s post on our socials, tagging #AttractionPros, or messaging Matt and Josh through IAAPA Connect+ or LinkedIn.

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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!

Heather Doggett is the Founder and CEO of Immerse Universe, Masterful Impact Consulting, and Scream Score. A zoologist-turned-operator and experience designer, Heather spent decades in zoos and aquariums spanning animal care, interpretation, education, training, operations, and exhibit design—often blending mission-driven content with theatrical techniques through seasonal events and a troupe she founded, Theater Gone Wild. Today, she helps organizations design for impact using human-centered and co-design methods, while also leading Scream Score, a biometric app that measures emotions during live experiences. In this interview, Heather talks about the power of theater, co-designing experiences with the staff, and measuring fear.

“I just knew the power of theater.”

Heather explains that awe, magic, and surprise trigger a psychological state where people become more receptive to new perspectives and behaviors. She describes how moments of spectacle—“beauty and spectacle and magic and sparkles and silly and fun”—create optimism and connection, opening the door for cause-based action far more effectively than signage or information alone. Entertainment becomes the “magic sauce” when mission-driven institutions intentionally create those moments and then support guests with clear, hopeful paths to act on what they already care about.

She cautions that “pizazz and spectacle” without the follow-through falls flat. The effectiveness comes from designing the awe and pairing it with the next step—tools, prompts, and choices that make desired actions easy and meaningful. That balance reflects Heather’s science-meets-theater mindset: understand the psychology, engineer the moment, and design the bridge from emotion to impact.

“Co-designing is a scary word, but I'm telling you, it is the can opener to the special sauce.”

Heather argues that operators should bring employees into the design process—not just solicit ideas on sticky notes, but practice true human-centered design that uncovers barriers, motivations, and benefits for team behaviors. Rather than prescribing one-size-fits-all scripts, she suggests asking, “What would be meaningful to you?” and shaping guidelines that let people act authentically. When staff co-create recovery tools, onboarding, and daily workflows, ownership rises and behaviors stick because they are easy, popular, and fun—not just mandatory.

She also emphasizes behavioral economics: people will default to the “easy” benefit of clocking in and out unless new benefits outweigh the status quo. Leaders must lower barriers (tools, time, permissions) and raise benefits (recognition, autonomy, social proof). Even unglamorous topics—like ladder safety—can be gamified and made culturally “popular.” The goal is an immersive employee experience where back-of-house spaces, processes, and rituals reinforce the same magic promised on stage.

“Now Screamscore is out on the market, and people can compete with their friends to see who is the most scared on a roller coaster, escape room, or haunted house.”

Scream Score translates real biometric signals into playful competition and operational insight. Heather explains that simply measuring heart rate isn’t enough; the platform leverages wearables and an individual’s historical data to normalize differences and detect the true stress (fight-or-flight) response. That yields more accurate “fear” scoring for guests while opening a window into other emotions—what she calls “experience score”—that museums and attractions can use to evaluate and tune shows and exhibits.

Looking ahead, Heather is exploring show-control integration so environments can respond dynamically to a group’s collective state: ramp down intensity if scores spike too high, or trigger a payoff when hype reaches a threshold. She also notes accessibility: the app is free, operators can provide loaner wearables, and they’re researching dedicated devices. The bigger vision is designing experiences for change—using emotion metrics to prototype, iterate, and measure impact with the same rigor as attendance or revenue, but with far more relevance to guest outcomes.

You can reach Heather at [email protected] and learn more at thescreamscore.com. She’s also active on LinkedIn and Instagram, and welcomes collaborative conversations about emotion metrics, impact design, and immersive experiences.

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To connect with AttractionPros: