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The Amusement Industry’s Rising Stars: Universal Intern Carys George on Learning Every Side of the Industry
Carys George
Universal New Ventures Intern and Organisational Leadership Student @ IU
6 min read | 5th August | John Kouimtzis
“The best improvements don't always come from changing infrastructure, they come from better policies, procedures and education"
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The attractions industry is built on thousands of moving parts, from ride operations, compliance, accessibility, technology and leadership, every decision behind the scenes shapes the experience guests have on the other side of the gate.
Few early-career professionals have experienced as many different corners of that world as Carys. Through roles spanning ride auditing, operational compliance, conference operations and new resort development, she's built a unique perspective on what it takes to create safe, consistent and memorable guest experiences.
In this conversation, Carys shares why adapting to different teams matters, what observing operations taught her that procedures alone never could, how small teams create big impact, where technology genuinely improves the guest experience, and why accessibility often starts long before guests arrive. Throughout it all, one message stands out: the best operations are built by learning from experience, documenting those lessons and continually improving.
01
Adapting Without Losing Your Values
In the space of about a year, you've gone from auditing compliance documents, to tracking education units at a ride safety camp, to managing speakers and instructors at industry conferences, to now helping stand up brand-new resort experiences What's the hardest part of switching contexts that fast?
Working across theme parks, conferences and resort development projects has taught me that no two teams operate the same way. Every organisation has its own culture, processes and expectations, whether you're guest-facing or working behind the scenes.
Having the opportunity to work in so many different environments has made me more adaptable, not just in how I process information and take on responsibilities, but in how I work with people. The hardest part of switching contexts so quickly isn't learning a new task, it's learning how a team communicates, collaborates and operates.
"You have to be welcoming to a new set of norms and adapt to it, but you also want to be truthful to your own values as well."
At the same time, I think it's important not to lose sight of your own values. For me, that's being a good collaborator and communicator. Those things stay consistent, even if the way you communicate changes from team to team. One organisation might rely heavily on Microsoft Teams, another on Outlook or entirely different workflows.
The challenge is finding the balance between adapting to a new environment while staying authentic to who you are and what you bring to the table
02
Seeing Operations Through the Guest's Eyes
Before you were writing SOPs and GOPs for theme parks, you were doing undercover ride audits wigs, sunglasses, hidden cameras included. What did seeing operations entirely from the guest's side teach you that you couldn't have learned from the employee side of the rope?
One thing I quickly learned while conducting ride audits is that what happens in practice doesn't always look exactly like what's written on paper. Standard operating procedures and general operating procedures are written very specifically, they're legal documents that are built using resources like manufacturer operating manuals and are designed to create consistency in operations. But humans are going to be humans, and employees are going to interact with systems in ways you don't always expect.
Something as simple as the way an operator checks a restraint or interacts with a control panel can vary from person to person. Those are things you don't necessarily see when you're sitting behind a desk reviewing procedures.
"Ride operations are and should be built around consistency, precision, and completing tasks in a methodical manner each and every time because that provides the safest experience."
Being able to observe physical operations and then reference the material behind them gives you a different perspective. You can see where procedures are working exactly as intended, where there are opportunities for improvement, or whether it's time to revisit the procedure itself.
Ride operations should be built around consistency, precision and completing tasks in a methodical manner every single time. That's what creates the safest experience for both guests and team members.
03
Small Teams, Big Impact
You described working in Operational Alignment and Compliance as small but mighty, and said it taught you how a small team can strongly represent a company's core values. What does that actually look like day to day, and how is it shaping how you'd want to build or run a team yourself someday?
My degree is in Organisational Leadership, so leadership styles are something I'm constantly thinking about. I've always been drawn to participative leadership and servant leadership. In fact, Dolly Parton is one of the first people that comes to mind when I think of a servant leader. Working in smaller teams has shown me just how much can be accomplished when people are willing to support one another. Everyone contributes where they can, even if a task falls outside their normal responsibilities or area of expertise.
"People will jump in and hold each other accountable, or they'll learn a totally different department if it means a project is going to get done."
You'll often see people jump in to help another department, learn something completely new, or hold each other accountable if it means a project gets done well. I've seen that mindset across hospitality in general, but it's especially noticeable in smaller teams.
Day to day, it creates a lot of flexibility and collaboration. As I continue to grow in my career and hopefully move into leadership positions one day, that's the type of environment I'd want to create.
For me, that means building teams where people feel comfortable asking questions, reaching out for guidance and helping each other when needed. Communication is a huge part of that, particularly in smaller teams where everyone plays an important role.
04
AI Supporting People, Not Replacing Them
AI is increasingly being used in the planning and simulation phase of new attractions, modelling guest flow and testing operational scenarios before a single brick is laid. Where do you see the biggest opportunity for that kind of tool to actually change how a new park gets designed?
AI is something that's constantly evolving, and even in the time I've been at university, I've seen how quickly it's become part of education and business. Universities are now teaching AI-specific classes and encouraging students to use it in certain assignments, which is still a little surreal to me.
I haven't had extensive hands-on experience with AI simulation tools or operational modelling, so it's something I'm continuing to learn more about. What I do know is that AI isn't going away, and we have to be thoughtful about how we use it.
I think organisations can sometimes rush to adopt new tools simply because everyone else is using them. Before doing that, we need to ask questions like: where is the data coming from, how are these models being trained, and are we using the right information?
"The biggest opportunity is when AI doesn't replace operational expertise but combines it with the right data and human involvement."
When you combine good data with human involvement and subject matter experts, that's where you can create meaningful improvements Personally, I see AI having a bigger role as a visualisation and back-of-house tool that helps make jobs easier. As long as people are still validating the outputs and applying their own expertise, it has the potential to be incredibly valuable.
05
When Technology Starts Getting in the Way
Parks are adding more technology to the guest experience than ever, from app-based interactions to sensor-driven attractions to automated operational tools. From what you've seen on both sides of the rope, where does that technology actually create more friction for guests than it removes?
One term I use a lot with my friends is app fatigue. Everywhere you go, another company wants you to download an app, create an account and enter your information before you can do anything. I think that's where you start to lose people.
Technology absolutely has a place in theme parks. Mobile food ordering has become more common than ever, especially since the pandemic, and having live wait times or other helpful information at your fingertips can genuinely improve the guest experience.
At the same time, I think there's a balance. Earlier in the 2010s there was a big push towards gamification, where parks encouraged guests to use their phones throughout the day to earn points or interact with attractions in new ways. While those ideas can be fun, they also risk pulling people away from the experience that's happening right in front of them.
"Technology can enhance the guest experience, but it also creates friction when you spend more time looking at your phone than actually engaging with the park."
For me, the question should always be whether technology is supporting the experience or distracting from it. If guests are spending more time looking down at their phones than engaging with the attractions, entertainment and people around them, then it's probably creating more friction than value.
06
Accessibility Starts Before Guests Arrive
Part of your previous auditing experience involved monitoring accessible queues and elevators for guests who couldn't wait in a standard line. You've said accessibility is a core passion of yours. What are some learnings that you have gained awareness on that you are noticing theme parks are beginning to incorporate?
Since I started working in tourism and hospitality in 2023, I've already seen a significant shift in how parks approach accessibility.
"Accessibility isn't always about infrastructure. It can be about policies, procedures and how we're educating guests ahead of time."
One of the biggest improvements has been bringing in subject matter experts rather than trying to solve everything internally. More parks are partnering with organisations like IBCCES to help develop accessibility standards, educate team members and provide better resources for guests. Combining that expertise with the tourism industry has been a huge step forward. I've also noticed a much greater focus on giving guests information before they even arrive.
Parks are doing a better job of clearly communicating what guests can expect, providing sensory guides and sharing ride information ahead of time. Instead of arriving and trying to figure everything out once you're through the gates, guests have the opportunity to plan their day with confidence.
One thing I really like is that many of these sensory guides are consistent across different parks. That familiarity makes it much easier for families to know what to expect, regardless of where they're visiting.
For me, one of the biggest learnings has been that accessibility isn't always about making major physical changes to existing infrastructure. Sometimes the biggest improvements come from better policies, better procedures and better education. Giving guests the right information before their visit can remove uncertainty and make the experience more enjoyable for everyone.
07
Building Better by Learning from the Past
Compliance work is largely about auditing and correcting what already exists. On the other side, some roles involve designing experiences from the ground up. Now that you've done both, what changes about how you think through safety and operational consistency when you're designing from a blank page instead of fixing what's already built?
These are two very different mindsets. When you're working in park operations, you're often solving a puzzle that's already been built, you're identifying gaps, making improvements and refining existing processes. Designing a new experience is different. You're creating the puzzle pieces in the first place.
One of the biggest things I've learned is the importance of capturing lessons along the way. Ideally, every project ends with a post-mortem where everyone involved comes together to discuss what worked, what didn't and what could be improved.
"Building something from the ground up is about taking those lessons learned and putting them into motion."
Once you've documented those lessons, you can apply them to the next project instead of repeating the same challenges. That's the biggest difference when you're designing something from a blank page.
Compliance is about identifying gaps after something has been handed over. When you're involved from the beginning, you have the opportunity to take those learnings and build them into the design from day one.
I'm a big believer in documentation. Whether something went really well, was just okay, or didn't work at all, write it down. Those lessons become the foundation for building something even better next time.
Final Thoughts
Whether she's auditing ride operations, writing procedures, improving accessibility or helping shape new attractions, Carys George approaches every opportunity with the same mindset: observe, learn and improve. It's a perspective built on curiosity rather than certainty, and one that's already taken her through some of the industry's most respected organisations. As she continues to build her career, that commitment to learning from every experience may prove to be one of her greatest strengths.
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