AttractionPros Podcast

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   Gil Perez is an experienced attractions industry executive and author of the forthcoming book Radical Welcome. His nearly 40-year career began at Disney's Magic Kingdom before he helped open Universal Studios Florida in a management role. He has since held leadership positions at the Luxor in Las Vegas, Museum of Science and Industry in Chicago, The Shed in New York City, and Florida Aquarium. Most recently, Gil served as the opening General Manager of Meow Wolf Houston and worked with The Light Park. Throughout his career, he has focused on creating exceptional guest experiences across theme parks, museums, aquariums, and entertainment venues. In this interview, Gil talks about Radical Welcome, controlled mayhem, and breaking out of the haze. Radical welcome "We are designing experiences, whether you intend to or not." Radical Welcome goes beyond friendly employees and traditional guest service training. Gil explains that every policy, procedure, and operational decision shapes the guest experience. By intentionally designing each interaction throughout the guest journey, organizations can create consistently positive experiences rather than relying on a few exceptional employees. For example, at the Luxor, Gil encountered frequent guest conflicts over ride height restrictions. Although the safety policy worked, the process created unnecessary friction for guests and employees. By introducing color-coded stickers to communicate height eligibility between employees, the team eliminated approximately 95% of these conflicts. The example demonstrates how even successful procedures can be redesigned to improve experiences without compromising operational requirements. Controlled mayhem "Opening a facility is like controlled mayhem a lot of times. It's controlled chaos." Having opened multiple attractions throughout his career, Gil recognizes that even the most carefully developed plans must evolve once guests enter a facility. Guest behavior often differs from expectations, revealing unexpected bottlenecks, operational challenges, and opportunities for improvement. While experience makes openings more manageable, each new facility presents unique circumstances requiring flexibility and collaboration. Gil emphasizes the importance of preparing employees to adapt rather than rigidly following predetermined plans. During the opening of Meow Wolf Houston, frontline employees became valuable partners in identifying challenges and developing solutions through pre-shift and post-shift discussions. Regardless of an attraction's size, business model, or organizational structure, guests are concerned with their experience, not the policies and departments operating behind the scenes. Breaking out of the haze "When you're doing something over and over and over again, eventually you become blind to it." Gil describes the haze as the tendency to overlook familiar surroundings and processes through repeated exposure. He recalls discovering a severely peeling wall during a routine facility walkthrough, despite having passed it countless times alongside other managers. The problem had become practically invisible because everyone was accustomed to seeing the same environment every day. To combat this, Gil began deliberately changing what he looked for during walkthroughs, focusing on specific colors or features to disrupt his normal observation patterns. He encourages leaders to examine even their most successful procedures from a fresh guest perspective. By challenging assumptions and recognizing that good intentions do not always translate into positive experiences, organizations can uncover friction that otherwise goes unnoticed.   Gil can be reached on LinkedIn, where he regularly shares stories and lessons from his career. He also plans to share updates about his forthcoming book, Radical Welcome, through his LinkedIn profile. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)  

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 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.   Daniel Billington is the Head of Business Development of Air Parx division of Airquee Group, a manufacturer of inflatable attractions and active entertainment solutions. Daniel began his career in sports and leisure after graduating with a sport and fitness degree. His experience includes facility operations, business development with Technogym, and interactive entertainment with Rugged Interactive before joining AirParx in 2021. AirParx specializes in inflatable parks while also manufacturing trampoline equipment, soft play, and other attractions. In this interview, Daniel talks about community, competition and challenge, reinvesting in your venue, and a record-setting bounce house. Community, competition and challenge "If there's no challenge, no competition, and no community, what is it doing to bring us back for more?" Daniel believes active entertainment can learn from the fitness industry's ability to build communities and encourage repeat participation. Whether through climbing, interactive games, or group activities, attractions can create experiences that motivate guests to return and improve their performance. Leaderboards, personal achievements, and friendly competition provide opportunities for guests to challenge themselves and connect with others. Daniel also distinguishes between competition and challenge. While competition involves measuring performance against others, challenges can focus on overcoming personal obstacles. Both should be accessible and rewarding, allowing guests of different ages and abilities to participate. By incorporating these elements into attraction design, operators can encourage repeat visitation while promoting physical activity and social connection. Reinvesting in your venue "The question wasn't whether to invest in park improvements. It was about which attraction and when." Daniel encourages operators to take a proactive approach to renovations rather than waiting until attractions become outdated or require urgent repairs. Daniel recommends developing a 12-month investment roadmap and setting aside approximately 3% to 8% of gross revenue for improvements. This allows operators to plan upgrades strategically and avoid relying on a few successful months to fund necessary changes. Reinvestment does not always require installing a major new attraction. Daniel recommends evaluating underutilized spaces, safety concerns, and the entire guest journey. Replacing worn padding, refreshing branding, improving accessibility, or upgrading food and beverage amenities can meaningfully improve the experience. He emphasizes that parents influence return visits, making comfortable seating, quality coffee, reliable Wi-Fi, and other conveniences important considerations alongside the attractions themselves. A record-setting bounce house "If we take the largest we've ever done, it’s two and a half thousand square meters." AirParx began when a customer challenged the company to create an enormous indoor inflatable attraction. What initially appeared to be a one-off project evolved into a growing business manufacturing interconnected inflatable parks. Its largest installation spans approximately 2,500 square meters, featuring a four-lane obstacle course, towering slides, climbing challenges, open bouncing areas, and a dedicated toddler section. The massive attraction demonstrates how inflatable parks can appeal to audiences beyond young children. Larger features and more challenging activities have attracted adults and encouraged dedicated sessions for guests over 18. Daniel explains that these installations consist of interconnected modules powered by electric fans, with designs customized to each venue's dimensions and safety requirements. Their flexibility, relatively quick installation, and variety of activities make inflatables an attractive option for both new facilities and existing parks looking to expand.   Daniel can be reached on LinkedIn, as well as by email at [email protected]. To learn more about Air Parks and Air Key Group, visit www.airparx.com and www.airquee.com. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 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.   Greg Spittle is the Co-Founder and CEO of Intelliplay, a technology company that gamifies active entertainment experiences. Greg began his career in chemical engineering before transitioning into the attractions industry in 2013, when he partnered with a friend to open two Flight Deck Trampoline Parks in Texas. His experience as an operator led him to create Activ8, a point-of-sale software company he later sold to ROLLER. After four years with ROLLER, Greg shifted his focus to leading Intelliplay, combining his engineering background, entrepreneurial mindset, and operational experience to help attractions improve the guest experience. In this interview, Greg talks about problem solving like an engineer, listening to your customers, and gamifying active play. Problem solving like an engineer "As an engineer, your whole job is to go solve problems." Although Greg's career has taken him far from chemical engineering, the mindset he developed continues to influence his approach to business. Engineering taught him to break complex problems into smaller components, understand how those components interact, and develop practical solutions. He applies this process to everything from building technology to improving attraction operations. Greg believes these skills are increasingly valuable as artificial intelligence changes how people work. While technology can handle many technical tasks, knowing how to define problems and break them into manageable pieces remains essential. His entrepreneurial approach also comes from firsthand operational experience. Rather than developing technology simply because it is innovative, Greg focuses on solving problems he knows attraction operators encounter. Listening to your customers "Showing them that you actually want their negative feedback is something that helps to get it out of them, and that's all helpful in creating a better system, better product." Building Activ8 taught Greg that some of the most valuable improvements come from criticism. One customer who ultimately left the platform suggested a dashboard that displayed upcoming bookings and daily activities. Rather than dismissing the feedback because the customer had departed, Greg's team developed the feature. It eventually became one of the platform's most appreciated capabilities. Greg also learned that requesting feedback is not enough. People need to feel comfortable sharing criticism. During one visit to a trampoline park, he repeatedly encouraged frontline employees to identify problems with the software. When one employee finally offered criticism, Greg gave him a high five. The recognition immediately encouraged others to speak up. For Greg, creating an environment where negative feedback is welcomed helps organizations identify problems and build better solutions. Gamifying active play "Competition and excitement about being on the leaderboard drives them to do more." Intelliplay uses smart wristbands to transform physical activity into a gamified experience. Guests earn points for participating in activities, compete on leaderboards, and can redeem points for rewards. Greg saw the impact firsthand when his son, who typically preferred less active play, became motivated to jump more and reached seventh place on a leaderboard. Beyond encouraging activity, Intelliplay provides operational and financial benefits. Greg shared examples of parks experiencing increased repeat visitation after introducing the technology, along with additional spending driven by more active guests. The wristbands also replace traditional paper wristbands, displaying time expiration through flashing red lights and allowing guests to extend their visits through their phones. By simplifying time management, Intelliplay allows frontline employees to focus more attention on safety and guest interactions. The company is also expanding its technology beyond trampoline parks into adventure parks, indoor playgrounds, and other attractions, with the goal of connecting multiple activities into one gamified experience.   Greg can be reached by email at [email protected]. To learn more about Intelliplay and its technology, visit www.intelliplay.io. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 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.   Michael Savastano is the President of Hospitality for PE Management Group. After beginning his career as a stockbroker, Michael transitioned into hospitality and spent approximately 18 years with Hyatt Hotels, opening and operating properties around the world. Today, he oversees PE Management Group’s hospitality portfolio in Southern California, which includes golf courses, restaurants, bars, resorts, and Belmont Park, the century-old beachfront amusement park in San Diego. In this interview, Michael talks about positivity with accountability, experiential luxury, and heart-centered leadership. Positivity with accountability “Finding that balance of positivity with results is super important more now than ever.” When Michael stepped into his leadership role at Belmont Park, he inherited a strong culture with long-tenured employees who genuinely care about the park. Rather than trying to replace what already worked, he focused on bringing his own leadership style to the organization, which he describes as positivity with accountability. His high-energy approach includes enthusiasm, high fives, and creating positive momentum while maintaining a strong focus on business performance. Michael believes a leader produces results through others, making it important to encourage people to bring their best every day. That positive environment still requires execution. Particularly during challenging business conditions, organizations need motivated employees, strong decisions, and consistent performance to continue delivering value to guests. Experiential luxury “I think experiential luxury is the name of the game.” Michael’s background in luxury hotels shaped his perspective on what luxury means within an amusement park. Rather than defining it through chandeliers, white gloves, or expensive amenities, he views luxury as something personal to each guest. It can come from removing obstacles, anticipating needs, and creating an experience that feels welcoming, comfortable, and easy. A lesson from Michael’s Hyatt career distilled guest expectations into three fundamentals: everything is clean, everything works, and people care. These principles apply across hospitality, regardless of price point. Experiential luxury can be as simple as anticipating what someone needs, offering useful information, or making a meaningful gesture. At Belmont Park, that means understanding the entire guest journey and finding opportunities to make families feel cared for so they want to return again and again. Heart-centered leadership “Let’s figure out why they get up and come to work, what matters to them, and drive that home so that they pass that positivity on to our guests.” With many young employees working at Belmont Park, Michael believes leaders need to create an environment that offers more than a paycheck. That requires understanding what motivates each individual, helping employees recognize that they are part of something special, and giving them opportunities to contribute ideas. Leaders also need to be present on the front lines, build relationships, and understand what brings out the best in each person. For Michael, leadership is also personal. He wants to be remembered as someone who was there for his team, built people up, and helped them grow. When someone trusts him enough to ask for help, he views it as an opportunity to demonstrate his commitment. By investing in people and helping them succeed, leaders can create loyalty and inspire employees to extend that same level of care to others.   Michael encourages people to visit Belmont Park and the other hospitality destinations within the PE Management Group portfolio. To learn more about Belmont Park, visit www.belmontpark.com. To learn more about Lakehouse Resort in San Marcos, visit www.thelakehouseresort.com. The portfolio also includes Cannonball, Draft, Fit Social, and Orfila Vineyards and Winery. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)

Looking for daily inspiration?  Get a quote from the top leaders in the industry in your inbox every morning.   What’s the one premier event that brings the global attractions industry together? IAAPA Expo 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.   Chris Matern is the Director of Operations for Airborne Trampoline Parks. With nearly 25 years of experience in restaurants, bars, and family entertainment centers, Chris has helped open approximately two dozen businesses across national and local brands. Today, he oversees Airborne’s two 50,000-square-foot Utah locations, which have evolved from traditional trampoline parks into broader family entertainment centers with playgrounds, sport courts, ninja courses, and other attractions. He also operates a consulting business focused on improving FEC operations. In this interview, Chris talks about removing friction, people above profit, and practical pivots. Removing friction “Why did I just tell that guest, ‘no, I don't want your money'?’ He's standing in front of me with his credit card ready to commit to Airborne.” Chris focuses on identifying operational processes that make sense internally but create unnecessary barriers for guests. After watching a guest abandon a membership upgrade because he was directed from the concession stand to a long front desk line, Chris realized that Airborne’s own procedures were getting in the way of the transaction. That philosophy extends throughout the business. Rather than limiting birthday party bookings because handling several parties simultaneously is operationally difficult, Chris views high demand as a problem worth solving. Airborne cross-trains employees, plans for busy weekends days in advance, and practices its processes consistently so the team can accommodate demand while protecting the guest experience. People above profit “I don't want to put profit above people. I want to put people above profit.” Chris’s approach is influenced by his own childhood, when a birthday party at a family entertainment center would have been financially out of reach. At Airborne, he looks for ways to maintain profitability without adding fees or restrictions that frustrate families. One example was eliminating the requirement that guests purchase Airborne-branded grip socks. Sock sales declined only slightly, while complaints about the policy disappeared. Airborne also sells bottled water for $1, allows outside food with birthday parties, and includes its attractions with general admission rather than creating multiple upgrade tiers. Chris sees these choices as investments in loyalty. His philosophy follows a simple cycle: take care of employees, employees take care of guests, and guests take care of the company. Practical pivots “The less expensive the mistake, the less amount of time we should spend thinking about it.” Chris believes the cost and risk of a decision should determine how much analysis it receives. A six-figure attraction deserves extensive research, while testing a $35 case of mini corn dogs does not. For low-risk ideas, Airborne would rather experiment, collect feedback, and adjust than spend excessive time debating possibilities. That willingness to pivot also means acknowledging when an idea does not work. Chris once changed Airborne’s birthday party structure to increase room capacity, only to discover immediately that guests disliked it. The change was reversed after one Saturday. For Chris, agility is one of the advantages of being a smaller operator. Decisions can be implemented quickly, tested with actual guests, and changed just as quickly when the results point in another direction.   Chris can be reached on LinkedIn by searching for Chris Matern. To learn more about Airborne Trampoline Parks, visit airbornesports.com. To learn more about Chris’s consulting business, visit maternco.com. To connect with AttractionPros: AttractionPros.com [email protected] AttractionPros on Facebook AttractionPros on LinkedIn AttractionPros on Instagram AttractionPros on Twitter (X)