Thrill Makers
Exploring the trends, challenges, and stories of industry leaders
"The parks that figure out how to use data to the guest's advantage, are the ones that are going to be the most successful"
INTERVIEW | AMUSEMENT PARKS
20-MAR-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 Victor Danau. Victor is the Director of Asia Pacific Development & Operations at Ripley Entertainment Inc., bringing extensive experience in the attractions and amusement park industry. His career includes roles at N Kid Group, the International Association of Amusement Parks and Attractions (IAAPA), Six Flags, and Creative Operational Concepts.
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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?
It goes back to my teenage years, visiting theme parks and attractions. I loved the rides and the experience, but what really fascinated me was what happened behind the scenes. Any time a ride broke down, I was excited to see who showed up, how they fixed it, and whether they cycled the ride again. Peering behind the curtain was even more thrilling than the park itself.
At the time, I was studying and working in financial institutions, but one summer, I had the chance to stay in Washington, DC for school. I applied for an internship at Six Flags and got my first hands-on experience in the theme park world. I just never left. I became addicted, once you drink the Kool-Aid, there’s no going back.
6 Flags America
"The real issues arise when leadership focuses purely on numbers, treating operations like a financial exercise rather than a people-driven business."
Question 2: You have this unique vantage point across the industry. Are there any under discussed challenges that concern you?
There’s a trend in the industry where private equity firms take over attractions, seeing them as highly profitable businesses., drawn by strong cash flow and high margins. On paper, it looks like a great investment, cut costs, boost profits, but they often underestimate the industry's complexity. Theme parks revolve around people, and managing guests and employees is far more challenging than a balance sheet suggests.
New owners frequently assume they can trim 10% here or there for quick gains, but the reality is different. Theme parks rely on discretionary spending, and if guests have a poor experience, they won’t return. A great guest experience depends on engaged employees, and while AI and automation help, the human touch remains irreplaceable.
The biggest mistake? Short-term cost-cutting. Reducing budgets for experiences or programs might boost immediate profits, but within a few years, the damage is evident. Meanwhile, private equity firms take their profits and move on, leaving long-term consequences for the next owner.
At the end of the day, rides and theming can be world-class, but what guests truly remember is how they felt. That’s why leadership matters, creating the right environment for employees directly impacts the guest experience. Demotivated staff leads to disengaged guests, which can break an operation.
The real issue arises when leadership focuses purely on numbers, treating operations like a financial exercise rather than a people-driven business. What happens when a program is cut? What are the long-term effects? The best attractions, often family-owned, prioritise heart over short-term profits. Parks like Jamberoo Action Park in NSW or Morgan’s Wonderland in Texas maintain a personal, guest-first approach that’s difficult, if not impossible, to replicate in a corporate setting.
Morgans Wonderland
"Data and how we use it is going to be the biggest driver of guest experience improvements in the coming years."
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?
Data and how we use it is going to be the biggest driver of guest experience improvements in the coming years. It’s not just about having the technology, it’s about using the vast amount of available data to genuinely enhance the guest experience.
The parks that figure out how to leverage data effectively will have the greatest success. It allows for personalisation at every level, from attractions to season passes. For example, a season pass might cost $100 and include 30 different benefits. But if a park truly understands its guests, they can tailor offers in a way that actually matters. For one guest, the key benefit might be 15% off retail, but for another, it could be something as simple as a free ice cream with every visit. That kind of customisation creates real value and drives engagement. The same applies to dining. If a park knows a guest tends to eat around 2:00 PM, why not offer to make a reservation for them at their favourite in-park restaurant? It's a simple but impactful way to improve convenience and create a more seamless experience.
AI combined with predictive analytics will also play a huge role in increasing efficiency. For example, if a funnel cake stand understands historical data, attendance numbers, weather conditions, past sales trends, it can predict demand and have hot, fresh cakes ready when guests arrive. Instead of waiting five minutes for each order, guests can get their food immediately, while the park minimises waste. The same approach can be applied across the park, from ride queues to retail operations.
Ultimately, the future of guest experience innovation will focus on two key outcomes: reducing wait times and increasing value. Parks that embrace data-driven decision-making will create experiences that feel effortless, personalised, and ultimately, more enjoyable.
Question 4: Have any companies or parks caught your attention for pushing the boundaries, and which parks specifically?
Linnanmäki in Finland stood out to me for its smart use of data in marketing and its mobile app, seamlessly integrating tech to enhance the guest experience.
Disney has long been a leader in innovation, but their evolution from the simple, free FastPass to a paid, app-driven system has made planning more complex. While tech-savvy guests can optimise their visit, many find themselves glued to their phones, juggling reservations instead of enjoying the park. Battery life even becomes a factor, adding an extra layer of planning.
That said, technology shines when it removes friction. Mobile food ordering is a great example, letting guests order ahead while in a ride queue instead of waiting in line. The challenge is finding the right balance. Theme parks should feel like an escape, not another day of schedules and notifications.
I believe the industry will swing back to this mindset, using tech to enhance, not overcomplicate, the experience. Predictive analytics and crowd management tools can subtly guide guests and improve flow behind the scenes, making the day feel effortless rather than managed.
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?
You’d find me at Holiday World, Indiana, riding The Voyage over and over again. That ride was one of the most thrilling coasters I’ve ever experienced. When you go on so many coasters, it’s like your body adjusts to it, so the adrenaline doesn't hit as hard as the first time you do something, but even being a full roller coaster enthusiast, The Voyage at Holiday world was like out of this world experience.
I don't know if they still do this, but they used to have free sunscreen and free Pepsi products throughout the whole park and it was like the whole park is just so sweet and has really amazing rides.
It's just the vibe. One of my favourite parts is the feeling you have when there, it's so if you're so authentic and just down to Earth. We didn't use the word vibes back in the day, but it's absolutely the vibe that gets you.
The Voyage, Holiday World
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?
1. Always connect. Networking is everything in this industry. We’re incredibly social, and people love meeting and talking with one another. Even direct competitors are happy to grab a drink together at the end of the day. Build relationships, not just sales pitches.
2. Be present at events. Attending industry events is essential. Trade shows are a must, but don’t overlook smaller, more intimate gatherings. These one-day programs or niche events often provide better opportunities to have meaningful conversations and truly understand what each business does.
3. Hands-on experience. Before selling to an amusement park, spend time inside an attraction. Operators and managers are usually happy to let you shadow them for a day. Sell tickets at Ripley’s, observe a ride operator, or follow a duty manager. These experiences help you understand the real challenges staff face, which in turn makes your product more relevant and valuable.
4. Think like a frontline worker. The best companies in this space ensure their corporate employees spend time in frontline roles. Whether it’s selling tickets, managing queues, or assisting guests, understanding the daily operations shapes better products and services.
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