Thrill Makers - Nigel Benton
Exploring the trends, challenges, and stories of industry leaders
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INTERVIEW | AMUSEMENT PARKS
02-APR-2025
The amusement park & attractions industry is built on innovation, experience, and connections. In this series, we sit down with industry leaders to uncover the trends, challenges, and insights shaping the future of attractions.
From cutting-edge technology to guest experience strategies, these conversations offer a behind-the-scenes look at what makes the industry tick. Each blog will focus on one of five guests, taking a deep dive into their journey.
In this interview we hear from Nigel Benton. Born in the English county of Dorset, Nigel Benton is the co-founder and Publisher of Australasian Leisure Management, Australia, New Zealand and the Asia-Pacific’s only magazine for professionals in all areas of the leisure industry and the www.ausleisure.com.au website - the go to news resource for industry leaders and professionals.
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Question 1: Tell me about a defining moment or experience early in your career that set you on a path of becoming who you are today. In other words, how did you end up in this industry?
I’d say it was a series of accidents, but it all started with a love of history and geography from an early age, which later translated into traveling in my 20s. That eventually sparked a desire to share those experiences, leading me toward writing about them.
At one point, I imagined becoming a travel writer, maybe even working for National Geographic, but I think that’s a common dream for anyone who spends months on the road. Over time, I found a more practical path, shifting from reporting on travel to focusing on an industry where people create experiences, have fun, and improve their quality of life.
That’s ultimately what led me to where I am today, someone who shares and highlights the best aspects of this industry.
Question 2: You have this unique vantage point across the industry. Are there any under discussed challenges that concern you?
I take a broad view of what we call the leisure industry. “Leisure” is often misinterpreted or used to pigeonhole certain sectors, but if we define it widely, it’s about how people spend their out-of-home free time and where they choose to spend their disposable income.
We focus on out-of-home leisure, meaning entertainment, attractions, and destinations, as well as activities that contribute to quality of life, like fitness. We don’t cover shopping, eating, driving, or gambling, but we examine how people engage with entertainment venues and attractions.
From my vantage point as a publisher of a magazine and news site, one challenge that stands out is communication. The industry doesn’t do a great job of conveying its value, how it enhances quality of life, creates fun experiences, and contributes economically and socially. It should be shouting this from the rooftops, yet it often falls short, both in engaging consumers and in making a case to governments and investors.
There are exceptions. Major sports and big theme parks communicate their value effectively. As a whole, the industry struggles to get its message across which ultimately drives attendance and spending.
Part of the challenge is how media has evolved over the last decade. There are now multiple ways to communicate, social media, digital platforms, and beyond. But in some cases, the industry has become so focused on controlling its message that it doesn’t actually get the message out. Many lean into novelty trends, like TikTok, but they should be using every channel available to ensure their story is heard. At a broad level, that’s the biggest challenge.
Question 3: What technology is shaping guest experiences? What's a piece of emerging tech that you believe could fundamentally change the industry in the next few years?
The tricky thing about technology is that it’s hard to predict what will come next. However, there are some imaginative innovations already shaping the industry.
Queuing technology is a big one, systems that allow guests to pre-order food and beverages or even retail items can significantly improve the guest experience. Simple operational improvements, like automated gates on water slides, can also have a major impact by reducing the need for lifeguards, which is especially valuable given ongoing staffing challenges.
These types of innovations provide localised benefits, improving efficiency and streamlining operations at individual attractions. Anything that reduces queue times, whether for rides during peak periods or for food and beverage outlets, enhances the overall experience. Instead of the old, unstructured approach to navigating a park, guests can plan their day more effectively.
Safety technology is another key area. Any innovation that enhances safety not only improves the guest experience but also helps operators manage risks. In turn, this can lower insurance costs, reducing overall operating expenses, a win for both businesses and visitors.
Question 4: Have any companies or parks caught your attention for pushing the boundaries, and which parks specifically?
You are preaching to the converted here, I've been really impressed by what Nola is doing. As an Australian success story, Roller is another standout. Their growth as a software management platform has been phenomenal. What started in Melbourne 10–12 years ago has expanded into an international company with a strong presence in the U.S. and a growing footprint across different areas of the attractions industry. They absolutely deserve recognition for what they’re achieving.
Another company that comes to mind is a Gold Coast-based business that initially started in analytics and now operates under the Theme Park Support division. Their work in hardware-driven safety solutions for theme parks and water parks is quite impressive.
Beyond technology, Pico Play has been doing some very smart work in theming. Australia has a strong tradition in this space, with companies like Sanderson, which started on the Gold Coast and has since grown into an international theming design firm. It’s no surprise that so much expertise comes out of the Gold Coast, it really is Australia’s theme park capital.
Question 5: Fast Forward to hopping in a time machine, which amusement park would we find you at, and what ride would you be going on over and over again?
Well, I wouldn't go for a theme park, I’d go for a fair. Back in my hometown of Weymouth and South Dorset in the UK, there was Chipperfield’s Fair, run by the Chipperfield family, who had deep roots in the circus world. A branch of the family, led by Jim and Billy Chipperfield, ran this wonderful local fair, which is sadly long gone now.
The highlight for me was always the Wild Mouse, a very early type of roller coaster. What made it so unique was that the two families lived in mobile homes that the ride actually wrapped around. You’d have a Wild Mouse car whizzing past a bedroom or lounge window, it was incredible! That memory still resonates with me.
It’s also heartwarming to know that Sheila Chipperfield, the matriarch of the family, is still alive and apparently thriving in her 90s. And in the UK, we wouldn’t call it a theme park, we’d say, ‘We’re off to the fun fair!
Question 6: What advice would you give someone joining the amusement park industry as a supplier. What should they do to hit the ground running?
Industry associations are incredibly important for both gaining and sharing information. The best associations foster an environment where people openly share insights. It’s easy to think that if you're running an attraction in Victoria, for example, the parks on the Gold Coast are your direct competitors. But in reality, they’re part of the same industry, and associations help break down those barriers, encouraging collaboration instead of rivalry.
If you’re looking to advance professionally as a supplier in the amusement park industry, you should also consider an international career, at least for part of it. Australia has a relatively small number of major attractions, so gaining overseas experience can be crucial for career growth and making yourself more marketable.
A generation ago, Australia was a key hub for the Asian theme park industry. But today, the landscape has changed significantly, with major parks now emerging across Asia and the Middle East. For those looking to progress in their careers, gaining international experience
Question 7: Will Australia ever build another Theme Park?
There have been serious considerations in the past, such as a project at White Bay in Sydney about ten years ago, which was more of a resort than a full-scale theme park. Paramount also explored Western Melbourne at one stage. However, a lot of the so-called Disney proposals in Victoria and South Australia were just media speculation, often fuelled by politicians looking for attention rather than serious investment plans.
The reality is that Australia is unlikely to see a new major theme park because of the immense costs involved. Building a world-class park would require upwards of $200 million, and the return on investment simply isn’t there. In the past, there were frequent announcements about new parks, often centred around the Gold Coast, but they never eventuated due to a lack of land, funding, or planning approval.
At best, we may see smaller-scale developments like water parks, which require a lower investment around $50 million, while still having a chance of generating returns. The land required for a major theme park is also far more valuable for housing or retail developments, making it an even less attractive option for investors.
Even existing parks face challenges; for example, Dreamworld continues to be under pressure from its investors regarding profitability. While some parks have introduced new rides, the likelihood of a brand-new theme park being built in Australia is practically zero, no matter how ambitious the proposals may seem.
Thanks for reading! Brought you by Nola, a crowd analytics platform for attractions and amusement parks.
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