AttractionPros Podcast

AttractionPros
  • 5.0 (23)
  • MANAGEMENT
  • UPDATED WEEKLY

AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.

  1. 1D AGO

    Episode 441: Matt and Josh share their best presentation and public speaking tips

    Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster. From big climbs and sudden drops, there are moments where you wonder why you got on the ride in the first place. Matt Heller, Founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Speaking at conferences can feel intimidating, especially when you are trying to balance confidence, content, and stage presence all at once. To ease the nerves, it’s helpful to break it down into practical habits that make presenting feel more natural and more effective, from how you build your material to how you connect with the room in real time. In this episode, Matt and Josh talk about professional and public speaking tips for conferences and presentations. Start with the story, not the slides “Build your presentation in your head before you build your slide deck.” Josh explains that the clearest presentations start as a full talk you can deliver without visuals. When you lead with the message first, the slides become supporting cues instead of a script. That approach helps you avoid “death by PowerPoint” and keeps you in control of pacing, transitions, and energy. Edit for focus and learning goals “It’s editing in your mind that really needs to be in that presentation.” Matt emphasizes that a great presentation is often a smaller, sharper version of your first draft. Whether it is cutting extra content, trimming stories, or removing activities that do not connect back to the point, editing keeps the session aligned to what the audience is there to learn. They also highlight how conference submission learning goals can force useful clarity. Prepare and rehearse without sounding robotic “Prepare, prepare, rehearse, rehearse, but don't memorize.” Matt shares a rehearsal process that builds comfort through repetition while still leaving room to adapt in the moment. Josh adds that this flexibility improves the dynamic with the audience because you are not thrown off by a question or an unexpected turn. Make it a conversation with the room “I want this to be an interchange. I want this to be a conversation.” Both hosts push back on the idea of “giving a talk” as a one-way download of information. Josh advocates getting the audience talking early and often, which creates rhythm, raises energy, and removes the invisible barrier between stage and seats. Matt adds that it sets expectations that attendees will participate, not just sit back and watch. Use nerves as fuel and build confidence over time “Use your nervousness to your advantage.” Matt frames nervousness as energy you can harness, not a sign you are unqualified. One tactic he uses is talking to attendees as they enter so the session feels like it has already started. Josh reinforces that reps create confidence, and confidence becomes contagious once you step up to present. Create memorable a-ha moments and stay authentic “Stack as many a-ha moments as possible.” Josh explains how “spiky” anchor statements, supported by research and relatable examples, can spark light bulb moments that stick after the session ends. Matt adds that your style does not have to be high energy to be powerful. The goal is authenticity, whether you are animated or quiet and steady, and using humor only when it fits who you are. Keep it simple, plan for hiccups, and stay steady “Keep it simple and also have a backup plan.” Matt warns against overcomplicated decks and tech-heavy presentations that can fail in unfamiliar setups. Josh agrees and adds that problems will happen, from clickers to microphones, and the best move is to stay calm, adapt, and keep the room with you.   What are the best speaking lessons that have helped you feel more confident on stage? Keep the conversation going by sharing on social media or reaching out directly. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    48 min

  2. FEB 10

    Episode 440: Melissa Lockwood talks boots on the ground, being comfortable being uncomfortable, and operating a luxury waterpark

    Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Leading a team can feel like a roller coaster—big climbs, sudden drops, and moments where you wonder why you got on the ride in the first place. Matt Heller, founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Melissa Lockwood is the General Manager of Baha Bay at Baha Mar Resort. Growing up in central Missouri, she got her start as a teenage lifeguard and worked her way into municipal parks and recreation leadership before taking a leap into international water park operations. That decision led her to open and operate major projects abroad, including seven years on Yas Island in Abu Dhabi, and then a move to Nassau in 2019 to help open Baha Bay, the 15-acre resort water park on the same property as Baha Mar’s Rosewood, Grand Hyatt, and SLS hotels. In this interview, Melissa talks about boots on the ground, being comfortable being uncomfortable, and operating a luxury waterpark. Boots on the ground “Be boots on the ground management by walking around, and just being able to interact with our guests as well.” Melissa’s leadership style is rooted in showing up where the work is happening, especially during peak periods. During the holiday rush, her routine centers on briefings, checking in with teams, and spending most of the day circulating throughout the park and resort pools. That presence is not performative. She wants team members to know she’s there to support them, and she wants to hear guest feedback directly, in real time, so improvements can be made faster. That mindset connects to her earliest days in the industry, when she did everything in a municipal setting, from cleaning restrooms to selling concessions. Those experiences shaped a servant leadership approach where she avoids asking anyone to do something she is not willing to do herself. For Melissa, morale and operational consistency are built in the trenches, side by side with the team. Being comfortable being uncomfortable “Sometimes, you've got to be comfortable being uncomfortable.” Melissa describes her career as a series of intentional stretches. Moving abroad “sight unseen,” navigating language barriers, and leading teams with wide-ranging backgrounds all required patience, humility, and a willingness to learn in public. Her takeaway is that discomfort is not a warning sign, it’s often a growth signal, especially for emerging leaders who are encountering challenges like upset guests, unfamiliar policies, or communication gaps for the first time. She coaches her team to keep perspective when situations feel hard. Her reminder is simple: it is temporary, and the comfort zone expands through repetition. She reframes growth as progress toward proficiency, not perfection. Over time, those once-intimidating moments become more natural, and she loves seeing team members make that shift and then turn around and train the next wave. Operating a luxury waterpark “We are a 15-acre luxury water park, which is a little bit of a tricky thing to piece together.” Baha Bay is both a resort amenity and a destination that sells day passes, which creates a unique operational balance. Melissa explains that “luxury” is not just a label, it’s reflected in design details like landscaping, finishings, and elevated cabanas that feel like permanent structures rather than temporary setups. The goal is alignment with Baha Mar’s broader brand promise as a high-end resort experience. Luxury also shows up in service expectations and consistency. Whether guests arrive from Rosewood, Grand Hyatt, SLS, a cruise ship, or an Airbnb, Melissa emphasizes that everyone deserves the same high-level experience. Her team uses shared core values across resort services to meet those expectations, and she reinforces the standard from onboarding forward. The challenge, as she puts it, is sustaining that grand-opening energy year after year, which she tackles through daily briefings, ongoing training, and recognition programs like the park’s Elevation Awards. Melissa invites listeners to connect with her on LinkedIn. To learn more about the water park and resort, visit bahabay.com and bahamar.com.   This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    49 min

  3. FEB 3

    Episode 439: Mike Denninger talks about attraction development, leadership as an introvert, and project management

    Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning. Leading a team can feel like a roller coaster—big climbs, sudden drops, and moments where you wonder why you got on the ride in the first place. Matt Heller, founder of Performance Optimist Consulting helps leaders and teams stay focused and performing at their best. Through engaging keynotes, hands-on workshops, and practical coaching, we turn fear into confidence and discomfort into momentum. This means fewer breakdowns and more breakthroughs. If your organization is ready to start building real forward motion, it’s time to take action and make better performance and growth your main attraction. Visit performanceoptimist.com/attractionpros for an exclusive offer! Mike Denninger is the Founder of Denninger Development. With more than three decades in the attractions industry, Mike’s career spans frontline operations, engineering, executive leadership, and global attraction development. He began at Cypress Gardens, rose through design and engineering roles at Busch Gardens and SeaWorld Parks and Entertainment, and ultimately led large-scale capital and attraction development initiatives across multiple parks worldwide. Today, his consulting work supports owners, operators, and suppliers navigating complex projects. In this interview, Mike talks about attraction development, leadership as an introvert, and project management. Attraction development “Attraction development: it’s the stuff that dreams are made of.” Mike frames attraction development as both a privilege and a responsibility. While the work is creative and inspiring, he emphasizes that it is still demanding, deadline-driven, and rooted in financial realities. From early concept and blue-sky ideation to design, fabrication, construction, and opening day, every attraction follows a disciplined process. He explains that even the most imaginative ideas must operate within scope, schedule, and budget, and that success often comes from making smart trade-offs without losing the heart of the experience. Drawing from decades of experience, Mike highlights that attraction development is rarely glamorous behind the scenes. Projects face technical challenges, shifting priorities, and intense pressure to meet fixed opening dates. Yet it is often within these constraints that the most innovative solutions emerge. For Mike, the balance of creativity, rigor, and perseverance defines what makes attraction development both challenging and deeply rewarding. Leadership as an introvert “Generally speaking, I’m an introvert.” Mike openly shares that he leads as an introvert, challenging the assumption that leadership requires constant visibility or dominating conversations. He explains that listening is a critical leadership skill, particularly at the executive level, and that speaking thoughtfully and intentionally often carries more weight than filling silence. His leadership philosophy centers on respect, treating people the way you would want to be treated, and creating space for others to contribute. He also offers reassurance to introverted professionals who may question whether leadership is for them. Mike stresses that organizations need all personality types and that effective leadership does not require seeking the spotlight. By focusing on what you know, speaking up when it truly matters, and trusting your perspective, introverted leaders can provide clarity, stability, and thoughtful decision-making in complex environments. Project management “A small project or big project, a project’s a project.” Mike describes project management as the connective tissue of attraction development. Regardless of size, every project demands structure, coordination, and accountability. He outlines a consistent development framework that applies to rides, retail, food and beverage, and infrastructure, noting that smaller projects can sometimes require more effort per dollar than major attractions. What matters most is disciplined execution and attention to detail. He also emphasizes the human side of project management. Successful projects depend on aligning diverse stakeholders, managing competing priorities, and making tough decisions when scope, schedule, and budget collide. For Mike, strong project management blends technical expertise with leadership, communication, and the ability to guide teams through uncertainty while keeping the end goal in sight.   Mike shared how to stay connected. He can be found on LinkedIn, and more information about his work is available at www.denningerdevelopment.com. He also welcomes direct outreach via email at mike@denningerdevelopment.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    53 min

  4. JAN 27

    Episode 438: Loren Barrows talks about helping people become better, common sense and hiring for culture

    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. Loren Barrows is the CEO of Alcorn McBride. With a business background that includes customer service, project management, and personal development training, she found her way into themed entertainment after moving to Florida and pursuing a company whose values matched her own. She shares how she joined Alcorn McBride, why the company engineers audio, video, and show control for reliability and uptime, and how its people-first philosophy is tied directly to long-term business success. In this interview, Loren talks about helping people become better, common sense, and hiring for culture. Helping people become better “While they’re there to help you with your business, you’re also there to help them with life.” Loren explains that many careers overemphasize the “what” of work and underinvest in the “how” of being human while doing it. She’s drawn to the skills that help people show up better day-to-day, like perspective, listening, and prioritizing what matters when life is happening around you. She also frames leadership as a two-way responsibility: businesses rely on people to run well, but leaders should also recognize the full person behind the job title. That mindset shaped her early work in personal development and continues to influence how she leads, coaches, and builds an environment where people can thrive professionally without ignoring real life. Common sense “The thing that I like the most about Steve and his philosophy when it comes to Alcorn McBride, is he does everything based on common sense.” Loren describes “common sense” at Alcorn McBride as removing unnecessary friction and trusting adults to do great work. Instead of burying people under rigid rules, she highlights a practical, human approach: if something goes wrong, fix it; if life happens, respond like a human, not a policy manual. That same thinking shows up in how the company supports customers: engineer for reliability, reduce downtime, and avoid avoidable complexity. The goal is simple: make the work easier for both the internal team and the people building guest-facing experiences, because stress doesn’t stay at work, it follows people home. Hiring for culture “We hire for culture fit.” Loren says protecting culture starts with who you bring into it. At Alcorn McBride, they’d rather hire for the “how” and train the “what,” then validate technical skills while making sure the person aligns with the team’s curiosity, care, and personality. She shares that their process is intentionally personal: candidates spend time with the broader team in relaxed settings, and the hiring team watches how someone reacts when the room inevitably turns playful. For Loren, culture fit is often revealed in those small human moments, not just in polished interview answers.   Loren can be reached at loren@alcorn.com. She also notes their team is open to conversations, mentorship, and connections, and encourages listeners to reach out to learn more about Alcorn McBride and the work they do. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    45 min

  5. JAN 20

    Episode 437: Clay Talley talks about intentional world-class experiences, vision-first, and staff as sherpa

    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. Clay Talley is the founder of CX Immersive. He shares how his career began in water parks, expanded through the Disney College Program as a Jungle Cruise skipper, and evolved into building and implementing cohesive guest experiences across immersive projects like The Void, Ballast VR, and more. Today, he supports operators and visionaries as an implementation specialist, bridging silos like marketing, operations, and revenue so the experience feels consistent from the website to the exit gate. In this interview, Clay talks about intentional world-class experiences, vision-first, and staff as sherpa. Intentional world-class experiences “I think world-class means intentionality. What are you intentionally creating for that guest?” Clay frames “world-class” as doing things on purpose, not by accident. He explains how teams can unintentionally become reactionary, building policies around one-off situations, and how that mindset can waste effort and muddy the experience. His goal is to move organizations toward proactive design, where decisions are guided by what will reliably serve most guests, not edge cases. He also emphasizes that intentionality shows up in practical details. From simplifying ticket sales on mobile, to designing guest flow, to using elements like staffing placement and sensory cues, he sees “world-class” as repeatable, scalable, and aligned across touchpoints, while still supporting revenue, branding, and operations. Vision-first “Before I make any strategies or the plan we’re going to do, I want to understand where are they at, what do they want to do, and where is that delta?” Clay explains that a strong guest experience starts by clarifying what the organization is trying to create, then aligning people and processes around it. In his fractional CXO approach, he begins by learning the current state, understanding the desired future, and identifying the gap. He shadows leaders, observes the operation firsthand, reviews documentation, and pressure-tests the journey like a guest would, including the digital path to purchase. From there, he prioritizes low-hanging fruit that builds momentum and sustainability. The vision becomes the anchor, and the work becomes translating that vision into what guests and staff actually see, feel, and do each day, in ways that are realistic for the business to maintain. Staff as a sherpa “They’re the sherpa of the experience, where they’re climbing this mountain and they, you know, create this experience.” Clay describes a balancing act between technology and people. He wants technology to handle what guests can do on their own, freeing staff to focus on what only humans can do, especially solving problems and creating connections in key moments. In his view, the worst scenario is pushing guests into impersonal systems when they need help, while staff are stuck in roles that don’t allow them to truly guide the experience. The sherpa metaphor becomes a standard for frontline purpose. Staff are not just performing tasks; they’re guiding guests through the journey, noticing pinch points, stepping in with confidence, and making the experience feel cared for, consistent, and memorable.   Clay welcomes connection requests and DMs on LinkedIn, and you can email him at clay@CXimmersive.com. To learn more, connect with him on LinkedIn and follow CX Immersive through his outreach there. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    43 min

  6. JAN 13

    Episode 436: Josh Henderson talks about being a student of the industry, community dictating the business model, and emerging natural attractions

    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. Josh Henderson is the CEO of Bonnet Springs Park in Lakeland, Florida. His career path spans the for-profit attractions world, starting as a lifeguard and expanding through roles across water parks and major operators like Six Flags and Great Wolf Lodge, along with leadership in privately funded public parks. Today, he leads a nonprofit natural attraction designed to deliver a high-quality experience without a gate fee, supported by donations and mission-driven revenue. In this interview, Josh talks about being a student of the industry, community dictating the business model, and emerging natural attractions. Being a student of the industry “I think being a student of the industry is starting out in one particular sect and then continuing to move on, and try and learn as much about each discipline as I can, really served me well and helped me grow in my career.” Josh frames his growth as a willingness to expand beyond his original lane. Early on, he was convinced aquatics was his forever path, but as his interests evolved, he leaned into learning disciplines he once avoided, such as food and beverage. That mindset now shows up in how he spends time in outlets, looks for new revenue opportunities, and stays curious about parts of the business he doesn’t claim to have mastered. He also shares how he learned by putting himself in rooms where he wasn’t the expert: “going into the uncomfortable situations where you're not the smartest person in the room, and and being humble enough to accept that.” Conferences, peer conversations, and surrounding himself with specialists became his playbook for continuous learning, especially in fast-changing areas like marketing. Community dictating the business model “We've allowed the community to dictate part of our business model.” Bonnet Springs Park wasn’t designed in a vacuum. The founders conducted focus groups and asked residents what they wanted most. One clear answer shaped a major revenue and experience driver: an event venue that could host hundreds, where people could choose their own caterer. That choice reflects a deeper clue about the park’s role: it’s meant to serve community needs, not just operator preferences. That same philosophy shows up operationally. Josh describes a difficult mindset shift from maximizing yield to creating shared opportunity, like bringing in authentic food trucks for festivals even when it hurts his margins: “when you're a community park and you're doing something for the betterment of the community, that means giving somebody else a chance to make a dollar as well.” In his view, the park succeeds when the community feels ownership, champions the mission, and participates in sustaining it. Emerging natural attractions “It barely existed when I got into it back in 2017.” Josh positions Bonnet Springs as part of a growing sector that blends nature, placemaking, and attractions-grade operations. He calls it something you almost have to see to understand: a free park that aims to deliver “a paid level experience for free,” with immaculate restrooms, interactive exhibits, and accessibility features like a free internal tram system so guests with mobility challenges can fully enjoy the property. He also links this sector’s growth to professionalization: daily inspections, strong documentation, and applying paid-attraction standards to a free environment because attendance and wear-and-tear are so intense. The opportunity, he suggests, is for leaders to think of the attractions world as an umbrella where “good business is good business,” and where creating “family experiences” can look different than building roller coasters while still delivering the emotional outcomes the industry is known for.   Josh shared that people can learn more at BonnetSpringsPark.com. He can also be found on LinkedIn or by email at josh@bonnetspringspark.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    48 min

  7. JAN 6

    Episode 435: 2026 Resolutionary Episode

    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. Matt and Josh kick off their ninth annual “Resolutionary” episode with a familiar challenge in the attractions industry: it is easy to set big intentions for the year ahead, but it is harder to stay accountable and actually follow through. They address that by reviewing last year’s goals with honest grading, then setting fresh, practical priorities for 2026, anchored in community, intention, and continuous improvement. In this episode, Matt and Josh talk about their annual “Resolutionary” tradition, reflecting on 2025 and setting personal, professional, and industry-wide focus areas for 2026. Resolutionary as accountability, not perfection “While it’s sort of a loose resolutionary process, there is some accountability in there.” Matt frames the episode as a look back and a look forward, without pretending these are rigid, all-or-nothing resolutions. Josh reinforces the point that saying it out loud matters because it creates real follow-through. “The fact that it is recorded, broadcast, and immortalized into the podcast ether creates that accountability on us.” The result is a tradition built on reflection, transparency, and a push to be more intentional year over year. Reviewing 2025 with candor “I would give myself a D on that if I was going to give myself a letter grade.” Instead of glossing over what did not happen, Matt shares where he fell short, including his goal to write more, and explains how his creative energy flowed into other outlets. He also celebrates wins like bringing back mastermind programs and expanding leadership-focused initiatives, including what grew out of their IAAPA experiences. Josh shares major momentum in his consulting model, emphasizing sustained client engagement and outcomes over one-off workshops. He also checks off key milestones like launching his online course, Service Recovery Hero, and exhibiting at IAAPA Expo. Advocate and collaborate, and getting more voices on stage “It’s two words: advocate and collaborate.” Matt’s 2026 theme centers on helping more people get connected, get involved, and grow their confidence, especially through speaking opportunities. He makes it explicit: “My goal in 2026 is to get more and new people speaking at IAAPA so that we can hear those new voices and new perspectives.” Josh expands on the momentum that collaboration creates, comparing it to a flywheel that is hard to start but easier to sustain once it is moving. “The momentum builds upon itself.” Together, they position community-building as both a leadership responsibility and a practical growth strategy for the industry. Process before scale, and building the next book “I’ve created a buffer step between growth and scale, and that is process.” Josh shares that growth has revealed a tipping point: without stronger internal systems, expansion could create friction instead of results. By gathering feedback from clients using his favorite experiential questions, he identifies what is working and what could improve, then commits to tightening operations to make outcomes more consistent. He also sets a creative goal connected to his book journey, developing the framework for his next book. Matt validates the importance of structure before execution, emphasizing that a strong framework makes the writing process possible. Identity, habits, and a personal resolution “As of January 2026, I am a world-renowned pianist.” Josh takes a left turn into identity-based habit building, inspired by prior conversations and the idea that identity drives behavior. He talks through making the piano easy to access so practice becomes natural, not a chore. Matt, as a musician, backs that up with a simple truth: if setup is hard, it will not happen. They also connect learning to teaching and family, with Josh noting the value of teaching to deepen mastery. Industry resolutions: basics, breaking silos, recovery tools, and people first “Do the basics really well.” Josh offers three industry-focused resolutions: nail fundamentals before chasing wow moments, remember that guest experience is everyone’s job, and proactively define a service recovery toolbox so teams do not default to escalation. Matt adds a human-centered reminder that ties everything together: “Don’t forget about your people.” He argues that with all the technology and innovation available, it is still employees who make the business run, now and forever. If anybody has any resolutions or things that they’re focusing on, we want to hear them! Share your goals on social media and tag them so we can reshare and help keep the accountability alive. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    52 min

  8. 12/30/2025

    Episode 434: Case Lawrence talks about the power of relationships, joy-based entrepreneurship and influencer-based experiences

    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. Case Lawrence is the founder of CircusTrix. After helping shape the trampoline park category through early growth and major consolidation, he helped unify CircusTrix, Sky Zone, and Rockin’ Jump under the Sky Zone brand, navigating adversity including COVID and the long work of integration. He later stepped away from day-to-day leadership and brought his hard-won lessons into the classroom, teaching entrepreneurship at the BYU Marriott School of Business, which also helped him translate years of stories into principles for new experience builders. Case’s new book, Off the Ground, chronicles his journey in entrepreneurship and the trampoline park industry. In this interview, Case talks about the power of relationships, joy-based entrepreneurship, and influencer-based experiences The power of relationships “One of the key things I learned is the power of relationships.” Case frames Sky Zone’s evolution as proof that big outcomes are rarely just the result of strategy on paper. He points to the trust between Jeff and Rick Platt, along with himself, as the glue that held a shared vision together through adversity, saying the three leaders “became partners in every true sense of the word” and stayed unified when outside forces could have splintered the effort. He also pulls the lens closer to the human side of deals, noting that founders bring emotion, identity, and fear into negotiations. “To really get a complicated deal done, especially these big mergers, you’ve got to delve into the human side.” For him, the win is not only the transaction, but building enough credibility and empathy that everyone can cross the finish line feeling respected and secure. Joy-based entrepreneurship “Most discretionary dollars now are in search of experience. They’re in search of joy.” Case explains that entrepreneurship education has long centered on solving pain, but entertainment and attractions thrive on creating something people choose because it elevates their day. He argues we’re entering a moment where the market is hungry for “heightened experience,” and that demands a new set of tools for identifying and building ideas rooted in delight, not frustration. He connects this to how experiences are becoming more accessible to create, pointing to trampoline parks as a breakthrough that proved you can deliver “outlier, non-everyday experiences with limited capital.” That shift unleashes imagination, invites more founders into the space, and sets the stage for the next wave of innovation, especially as tech-enabled experiences expand what’s possible. Influencer-based experiences “Look to YouTube, look to the influencers, look what the young people are watching on TV now.” Case predicts that what audiences binge online will increasingly become what they demand in-person. He describes influencers as experience designers in public, building appetite through episodic “wild experiences” that viewers will soon want to participate in, not just watch. In his words, “the merging of influencer culture with FEC attractions is going to be big.” He also highlights the operational artistry required to translate entertainment into something guests can actually do. Using Ninja Warrior as an example, he notes that the job is to make it feel authentic while adjusting it for real people: “allow them to feel like they’re participating in this authentically, but dumb it down, ease it down in a way that they can participate in it… and make them feel like a Ninja Warrior.”   Case says Off the Ground is available for pre-order now on Amazon, and will be publicly available on January 20th, 2026. You can also learn more about Case at caselawrence.com. This podcast wouldn't be possible without the incredible work of our faaaaaantastic team:   Scheduling and correspondence by Kristen Karaliunas   To connect with AttractionPros: AttractionPros.com AttractionPros@gmail.com AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

    49 min
See All (100)

5
out of 5
23 Ratings

About

AttractionPros brings you into the room with the top leaders, executives, and influencers in the attractions industry, to gain the widest possible perspective of all areas of the industry. Most people are only exposed to the practices of their own organization without seeing how the rest of the industry operates. By following AttractionPros, you will gain the skills and knowledge needed to succeed and learn from the best of the best, whether you are the CEO or just beginning your career.

Information

  • Creator
    AttractionPros
  • Years Active
    2017 - 2026
  • Episodes
    100
  • Rating
    Clean
  • Copyright
    © Copyright 2017 . All rights reserved.
  • Show Website
    AttractionPros Podcast

You Might Also Like