Charlotte Coates is blooloop's editor. She is from Brighton, UK and previously worked as a librarian. She has a strong interest in arts, culture and information and graduated from the University of Sussex with a degree in English Literature. Charlotte can usually be found either with her head in a book or planning her next travel adventure.
SimEx-Iwerks Entertainment, the industry leader in immersive cinematic attractions, is celebrating the opening of a new 4D movie theatre at The Maritime Aquarium at Norwalk. This will add a new level to the guest experience, with the ability to show 3D films enhanced with special sensory effects, like bubbles, snow, mist, wind and more.
“We’re very excited for our guests to have this fun, new, immersive way of exploring and understanding our world,” says Jason Patlis, president and CEO of The Maritime Aquarium.
“Having a shark swim right off the screen so that you believe you can touch it and feeling the spray as an ocean wave crashes will be memorable shared experiences for kids and parents, students and teachers, young and old. Including a 4D movie is going to be a must during a visit to The Maritime Aquarium.”
4D films on show
The cutting-edge attraction seats 169 guests and was built in partnership with SimEx-Iwerks. It is currently showing two films which play every hour during the day:
BBC Earth’s Shark: A 4D Experience, a 12-minute film exploring some of the most mysterious shark species from around the world, which complements the Aquarium’s biggest collection of large sharks in New England, and its shark & ray touch pool.
Ice Age: No Time for Nuts 4D, 9.5 minutes of funwith the franchise's popular nut-loving sabre-toothed squirrel.
Currently, tickets must be bought in advance for timed entry to the attraction. Following the opening of the theatre, the Aquarium's main entrance has moved to its bus circle at Ann and North Water streets, alongside the new Sound Bites coffee shop where guests can purchase items from Starbucks’ full menu of hot and cold drinks, as well as refreshments from local bakeries.
“We look for ways big and small to support the local community, and welcoming some of the area’s wonderful bakeries to provide a steady supply of pastries and other foods to the Sound Bites coffee shop is a delicious idea,” Patlis says.
A multipurpose asset
The new theatre is multipurpose and can also show 2D and 3D films. It can also be used to host lectures and events and rented out for corporate presentations and other opportunities.
“We intend to take full advantage of this exciting new resource, with animal and art talks relating to our new exhibit called ‘A Slug’s Life: Facing the Climate Endgame,’ plus a spring lecture series, and other special presentations,” adds Patlis.
During the pandemic, the attraction will adhere to COVID-19 guidelines, including cleaning between shows, machine-cleaning of 3D glasses and other protocols.
The 4D Theater replaces the Aquarium’s original IMAX movie theatre, which closed earlier this year to make way for a federal railroad bridge replacement project. In addition, a 150,000-gallon fully enclosed seal exhibit is expected to open in May. Funding for both projects came from a $40 million “functional replacement” agreement between the City of Norwalk and the State of Connecticut.
Charlotte Coates is blooloop's editor. She is from Brighton, UK and previously worked as a librarian. She has a strong interest in arts, culture and information and graduated from the University of Sussex with a degree in English Literature. Charlotte can usually be found either with her head in a book or planning her next travel adventure.
Semantic, a company thatdesigns and optimises websites for visitor attractions worldwide, has announced that Sir Nick Varney, the former chief executive officer of Merlin Entertainments, has become a significant investor.
Varney brings over 30 years of experience to Semantic, and his involvement marks a pivotal point in the company's evolution.
Having established itself as a trusted digital partner to leading UK attractions, the company has experienced increasing demand for LOOP, its website platform designed specifically for the attractions, leisure, heritage, and tourism sectors.
The investment supports Semantic’s long-term dedication to the platform and will facilitate ongoing product innovation, stronger strategic focus and growth into related markets.
Delivering 'Premier League' websites
Beyond financial backing, this partnership marks a shared belief that websites now play a key role in generating revenue, handling demand and defining the visitor experience.
LOOP was developed to solve some of the sector's common problems. Typically, websites are costly to build, tricky to update and quickly become disconnected from operational realities. LOOP provides a flexible platform that can grow with attractions and adapt to evolving expectations and technology.
A high-profile influencer in the sector, Varney brings additional operational experience, a proven track record of scaling international attractions businesses, and ongoing mentorship to help ensure LOOP continues to meet the real needs of operators.
"I have known Neil and Semantic for some time and was particularly impressed by his vision in developing the LOOP platform," says Varney.
"In location-based entertainment and indeed broader hospitality, a brand’s website is its most important asset after the physical venue or attraction. It is both the provider of information (and inspiration!) and the key route to market for converting customer interest into ticket sales or attendance.
"As such, in a competitive world, you need your website to be optimised and constantly updated. For all types and sizes of location-based businesses, LOOP offers the ability to have a 'Premier League' website at an affordable monthly price.
"I am very much looking forward to working with Neil to develop the business further to the benefit of current and future clients."
Neil Lewin, managing director of Semantic, says: "Nick’s investment is a testament to the capabilities of the platform, how we’ve developed it and the potential to help attractions, leisure, heritage and hospitality brands around the world.
"With decades of experience already baked into the platform, we are delighted to have Nick’s support to take the platform to the next level.
"We look forward to continually growing and evolving LOOP to keep pace with client needs, guest expectations, evolving technology and AI."
Last year, Semantic ran a campaign offering support for attractions preparing for the summer season, using LOOP to quickly establish or enhance their online presence.
Technology-enabled soccer experience company Toca Football has opened its first Toca Socialentertainment destination in the US.
Located in Dallas at the Grandscape shopping centre, Toca Social's new US flagship location opened on 6 March.
The venue is a hub for soccer entertainment that combines immersive technology, interactive play, elevated F&B, and vibrant fandom.
Games in the 20,000-square-foot attraction feature Toca's proprietary ball-delivery and tracking technology, while entertainment experiences include match viewings on enormous 4K screens.
“By launching our US flagship at Grandscape now, we are providing a world-class destination where fans can play, dine, and celebrate the global game," said Yoshi Maruyama, CEO of Toca.
"We’ve built a unique space that welcomes everyone – from soccer enthusiasts to casual social seekers."
Toca Social US expansion plans
Toca Social's US expansion is part of a partnership with Major League Soccer.
Backed by Abby Wambach and Brandon Aubrey, the Dallas venue will be joined by new locations in other major US cities.
The first Toca Social opened at The O2 in London in 2021. This was followed by a venue in Birmingham, and then another in London.
"Toca was born from my obsession with the technical side of the game and the belief that a soccer ball should be at everyone’s feet," said Eddie Lewis, Toca founder.
"After seeing the incredible reception in the UK, bringing our social flagship home to the US – and specifically to a soccer-rich market like Dallas – is a dream realized.
"We’ve created a place where the skill of the pros meets the energy of a world-class night out."
Inowize, a creative company delivering interactive experiences, presents QBIX Play, the latest version of the QBIX immersive gaming room platform, designed to appeal to younger audiences and serve as a compelling visual and experiential centrepiece in modern entertainment venues.
QBIX Play builds on QBIX's proven success to make group play more accessible, spontaneous, and flexible for operators. While QBIX has become a global leader as the high-performance Pro version for immersive group gaming, QBIX Play expands this concept.
Responding to operator demand
QBIX Play is the open-edition version of QBIX, created for younger audiences, family venues, and day-pass entertainment settings.
The attraction preserves the core gameplay of 6 players playing simultaneously, all within a compact 4 x 4 metre (13 × 13 feet) area. It features nine themed multiplayer titles.
The new edition has been developed in response to a clear operator demand: to increase session frequency, to seamlessly integrate into free-play models, and to reduce friction for younger demographics.
“QBIX Play was born from listening carefully to both operators and guests,” says Claudia Mihalache, co-founder of Inowize.
“The market doesn’t need more complexity. It needs immersive attractions that are easier to deploy, easier to access, and easier to monetize.”
QBIX Play eliminates structural obstacles and adopts an open, highly visible design to encourage spontaneous participation while ensuring high throughput per square meter.
Initially unveiled as a concept at IAAPA Expo in November 2025, it was introduced as a new edition of the immersive gaming room. Due to significant industry interest, the product has now been installed in two U.S. locations: FunVille and AR's Entertainment Hub.
The team also revealed its ninth game title for QBIX, Last Defense, at IAAPA Expo 2025.
Venues can now choose between QBIX, QBIX Play, or scale with QBIX Multi-units, allowing them to build layouts that fit their traffic, space, and business model.
SSA Group has been working on a transformative approach to operations. By weaving its signature 452 Hospitality ethos, rooted in a legacy of welcome and human connection, into Scout, a new AI-driven operating system, the company demonstrates how AI can enhance rather than replace the human side of hospitality.
For nearly 60 years, SSA Group has been a staple in the cultural attractions sector, collaborating with zoos, aquariums, and museums to provide comprehensive guest services. As a family-owned business, the company has continually adapted, but its core mission remains centred on a simple, powerful concept: hospitality.
We speak with CEO Sean McNicholas and vice president of people and culture, Jason Stover, to unpack Scout's mission and learn how it can open the door to both greater efficiency and more memorable moments.
SSA reimagines the industry
Starting by looking at the bigger picture, McNicholas says: “What I love about SSA and our family business is our curiosity for continuing to reimagine the industry.
"Those are pillars of our plan. We approach 60 years as a family business in 2030, and what’s exciting to us is continuing to innovate, not just our business, but the guest experience for our clients and partners.”
Sean McNicholas and Jason Stover
This culture of curiosity is what prompted McNicholas and Stover to investigate the potential of artificial intelligence long before it became the industry buzzword it is today.
"Five or six years ago, Jason came to me as one of the early adopters of AI. We started talking about it, and the more we looked at tools like AI, we asked a very simple question: what one, two, or three areas could AI positively impact our business?"
For SSA, the goal was not to replace staff or remove the human element from the museum or zoo experience through automation. Instead, the emphasis was on liberation.
"The thing that became clear was how tools like AI could help us become more efficient with data, back-end systems, and administrative work," adds McNicholas.
"If we can be more efficient there, we can spend more time meeting guests where they need us, which is on the front line.”
The outcome of this exploration is Scout, an AI-assisted tool and ‘unified intelligence layer’ designed specifically for cultural attractions.
Scout is positioned not as a replacement for human workers, but as a co-pilot. It is an operating system that gathers data from across the industry to provide real-time insights. Unlike general-purpose AI tools, Scout has been built for the sector's operational realities.
"AI is trending now, but it’s not new," says Stover.
"I’ve been with SSA for almost 30 years, and my journey with AI in this company has existed since day one. When I first became a manager, we were already experimenting with predictive analytics, trying to forecast attendance and staffing.
"That was AI at the time."
However, the leap to generative AI offered a new opportunity to support SSA's secret sauce: its people.
Stover employs a cinematic analogy to describe Scout’s role within the workforce:
"I compare it to Tony Stark," he says. "He’s brilliant, but he doesn’t become Iron Man until he has Jarvis. That’s what Scout is. It’s a co-pilot that takes away routine, monotonous work so our people can focus on what matters."
Real-time, useful insights
Designed to support guest-journey walkthroughs, the platform collects real-time observations and converts them into actionable insights tailored to each attraction.
The tool was created in accordance with SSA’s core belief that technology should never replace connection; it should enhance it. The idea is that data and design can collaborate to create memorable guest experiences.
This supports SSA’s wider focus on innovation, which aims to turn curiosity into meaningful change that advances partners' missions. By automating data analysis, Scout helps operators make more informed decisions about designs, platforms, and revenue strategies.
"Guest expectations are evolving faster than ever," says Stover. "Scout was built to meet this moment as a tech-forward AI tool that allows us to keep experiences deeply personal.”
The heart of the system: 452 Hospitality
Although the technology is impressive, the engine driving Scout remains entirely human. At the centre of Scout’s design is 452 Hospitality, the cultural ethos that defines SSA Group’s purpose and character.
Named after 452 Leyden Street, the Denver home where SSA’s founders first lived and practised hospitality, 452 has since become both a numeric and philosophical code for what the company stands for: a spirit of welcome, belonging, and genuine human connection.
At 452 Leyden Street, anyone could come in for a meal, a chat, or a place to rest. And that sense of genuine warmth now lives on in every SSA service encounter.
Today, 452 Hospitality reflects SSA’s ongoing dedication to creating authentic, memorable moments that uplift guests, partners, and colleagues alike.
That same spirit guides Scout’s purpose: rather than replacing people, the AI system aims to enable staff to embody 452 Hospitality more fully, freeing them from administrative burdens so they can provide the personal engagement that makes guests feel welcome and valued.
In practice, this involves a particular method for engaging with guests and monitoring operations. Scout develops a digital framework for this using the SOQ model: Observation, Opinion, and Question.
"Scout is being trained by the entire zoo, aquarium, and cultural attraction industry," Stover says. "Every conversation, every audit, every partner insight gets ingested and shapes how Scout operates.”
Within the Scout ecosystem, there are various ‘agents’ dedicated to different tasks, such as labour optimisation and inventory management. However, the ‘452 agent’ is unique.
"It has vision and voice capabilities. As you walk through operations, it analyses images and observations in real time and evaluates them against our hospitality standards. It acts as a co-pilot for auditors and operators, making observations, offering insights, and matching them with best practices and solutions.
“You might miss something as a human, but Scout won’t.”
Scout in action
The deployment of Scout is already producing tangible outcomes, progressing from theoretical ideas to solving complex on-site issues. This highlights SSA’s focus on turning insights into action by combining data, technology, and human connection.
McNicholas emphasises that the team is "continually evolving Scout by testing it across multiple attractions," noting that "every new site adds more data and sharper insights.”
Stover offers an example of Scout’s operational intelligence in action from a working session with the Detroit Zoo. The team was exploring a complex “what-if” scenario: opening a new entrance near a new exhibit while navigating compliance considerations, budget constraints, and a nearby rail track.
“Using Scout as a sandbox alongside their team, we pressure-tested the constraints, surfaced relevant regulatory considerations, explored alternative approaches like repurposed shipping containers, and generated rough-order cost ranges. It was less about committing to a final plan and more about accelerating discovery.”
“What’s exciting is that every audit surfaces a new real-world question, and we ask: Should this become a new sub-agent? That’s how Scout keeps evolving.”
Another success story comes from the Dallas Zoo, where Scout was instrumental in helping the zoo team explore their own AI journey while SSA conducted an inter-department relationship audit.
Scout is tailored to each user’s psychology
What makes Scout different from typical business AI tools is its incorporation of behavioural psychology. Acknowledging that strong operations don't happen by accident, SSA has combined leadership development with its technological roadmap.
Stover, whose background is in people and culture, insisted that if they were to create co-pilots, they had to understand the humans who would use them. So, instead of providing generic recommendations, Scout adapts its guidance to each leader's thinking and communication style.
"One of the first things we decided was that if we were going to build AI co-pilots, they needed to integrate Behavioural Essentials," Stover says. "We already use behavioural assessments that give leaders a 21-point profile, with strengths, tendencies, and blind spots. We’ve now incorporated that into Scout.”
This means that when a manager logs into Scout, the system is tailored to their specific personality profile.
"It understands how I communicate, where I might need softer language, or where I might need more structure," Stover says.
He adds that McNicholas served as the ‘guinea pig’ for this feature:
"We merged his traits and blind spots into Scout as he was working through our future roadmap. Scout isn’t just an AI tool; it understands your psychological makeup and helps cover your blind spots as you operate in your role.”
The future of the workforce
A common concern about AI is the risk of job displacement. However, SSA’s leadership firmly states that their investment in technology aims to safeguard, not eliminate, their workforce.
"As CEO, culture is my responsibility, and culture starts with values," McNicholas says. "Hospitality, human-to-human interaction, has always been our foundation. I don’t want a world of all robots and automation. I love people too much.
“That’s why Scout exists. It helps us live what we love to do: creating special moments for people.”
Stover shares this view, considering AI as a safeguard against the decline of interpersonal skills observed in other industries:
"We have to be proactive in shaping the future. Many companies will use AI purely to impact the bottom line. That’s their choice. But SSA has always been people-focused. We’re adopting AI safely and intentionally to better our people. As interpersonal skills decline elsewhere, we’re protecting them by freeing people up to reconnect.”
The efficiency gains are clear. Stover notes that tasks like scheduling, which previously took hours to analyse against weather and sales history, now happen in seconds. "That frees managers up to spend time with their team. That’s the point.
“We’re hospitality people. We want to be in front of guests, not behind a screen.”
A vision for 2030
Looking ahead, SSA has set bold goals for the next five years. As the company approaches its 60th anniversary in 2030, the vision is for a fully enabled workforce where each employee has a digital partner.
"By 2030, every person in our company will have a co-pilot that helps them be more efficient," predicts McNicholas. "We’ll also bring a unified revenue strategy to attractions, something the industry lacks.”
He also believes the metrics of success are shifting. It is no longer enough to simply count heads at the gate:
"The future metrics won’t just be attendance. They’ll be revenue, guest experience, and fulfilment," he says.
"There’s more competition than ever, and we have to be the place where guests leave thinking, 'That felt right.' To do that, our people need tools like Scout so they can spend more time creating those moments.
“That’s how we reimagine the industry.”
The future of hospitality
Summing up the benefits, COO Travis Kight says:
"AI is the future of hospitality, but not in the way most imagine. We see AI as a co-pilot, not a replacement, designed to protect the human connection that defines our industry.
“Tools like Scout allow us to turn data into real-time insights, freeing our teams from repetitive tasks so they can focus on creating unforgettable guest experiences.
"As Sean mentioned, by 2030, our vision is for every team member to have a digital partner that amplifies their strengths, covers blind spots, and helps us deliver hospitality at a level the industry has never seen.
“AI isn’t about automation. It’s about empowerment.”
As SSA Group looks towards the attractions of tomorrow, its message is clear: the path to the future is built on data, but the goal remains human connection.
By anchoring Scout in 452 Hospitality's philosophy of creating meaningful, human-centred moments, SSA isn’t just adopting AI for efficiency. It’s enhancing its ability to deliver heartfelt experiences that define its brand and shape the future of the guest experience.
"That’s the foundation of Scout," Stover says. "If a tool doesn’t protect hospitality or make us better people-facing operators, it doesn’t get built.”
Gateway Ticketing Systems, a leading provider of admission control systems, has announced that Eric Fluet took on the role of vice president of marketing on 23 February, and that Chad Wallace became its new director of sales on 2 March.
Fluet has over 30 years of experience in the amusement and attractions sector, including senior marketing positions at Six Flags and Madame Tussauds.
Throughout his career, he has driven initiatives to increase attendance, develop brand strategy, and boost revenue performance across destination-focused entertainment organisations.
In 2017, Fluet established Get It Done Marketing, a strategic consulting company focused on the larger amusement sector, including amusement parks, water parks, family entertainment centres, hotels, campgrounds, and industry suppliers.
He collaborated with over 50 organisations to craft both short- and long-term marketing plans, enhance team effectiveness, and execute disciplined, data-driven marketing initiatives to achieve measurable growth.
Fluet is recognised for blending strategic planning with practical implementation. His experience at both corporate and property levels provides him with a clear understanding of the operational and competitive challenges faced by destination attractions.
As VP of marketing, Fluet will oversee Gateway’s global marketing efforts, including brand development, communications, and demand generation, as the company expands its presence in the attractions technology industry.
Meanwhile, Wallace brings more than 30 years of sales experience in the attractions sector, including positions at Nutmeg and, most recently, at Digonex.
He has collaborated with attractions in North America and globally to develop ticketing, pricing, and guest engagement strategies, emphasising practical, revenue-oriented approaches that boost attendance, improve yield, and elevate the visitor experience.
As director of sales, Wallace will lead Gateway's sales initiatives, focusing on enhancing customer relationships, increasing market presence, and delivering measurable value to attractions worldwide.
“Eric and Chad bring complementary strengths that will help us better serve attractions around the world and continue delivering long-term value to our clients,” says Michael Andre, president and CEO of Gateway Ticketing Systems.
“Eric understands the pressures our customers face because he’s lived them, and Chad has a rare ability to connect strategy to real operational results. Beyond their experience, they share our commitment to partnership and long-term success.
"I’m genuinely excited to welcome them to the Gateway leadership team and confident they will make an immediate impact for our customers around the world.”
