Rachel is co-founder and strategic director at blooloop. She has a degree in engineering from Cambridge University, is a Chartered Accountant and has certificates in Sustainability Leadership and Corporate Responsibility from London Business School, and Sustainable Marketing, Media and Creative from Cambridge University's Institute for Sustainability Leadership (CISL). Rachel oversees our news, events and sustainability.
Beijing’s Palace Museum uses innovative technology to make history relevant to new generation.Apps and VR are opening up the Forbidden City, while the museum's online shop on Alibaba's Tmall marketplace is making millions.
The Forbidden City is opening up 600 years of history and culture, thanks to a range of innovative technology. The city’s museum, which draws in 15 million visitors per year, has installed ten two-metre high screens at its Duanmen gallery. Visitors can see themselves dressed in virtual robes. With a swipe of the screen, they can become royalty, a court official, a general, even a eunuch from the Qing Dynasty (1636 – 1912). They can then send the images to their mobile phones and share them on social media.
A new app lets visitors pretend they are the emperor. They can summon officials on a TV screen or sign memorials using their fingertips to create the official brushstrokes.
Visitors to the Duanmen gallery can wear a VR headset and walk around a virtual hall. They can then relax to watch a video featuring a 3D rendering of the hall.
"Most of the technology presented here takes years of effort," says Su Yi, head of the Department of IT, Imaging and Digital Media with the Palace Museum in a report from XINHUANET.
Digital teamwork with Tencent
In 2016, the museum collaborated with Tencent, the Chinese internet giant Tencent to digitalize its archives. Tencent created a video in which a Ming Dynasty emperor rapped about his courtly antics. The video went viral, with millions of views on social media.
Tencent recently created a digital map of the palace complex with high location precision aimed at museum visitors. It also made an app for the Duanmen gallery.
"We are like translators," says Su, insisting that the culture must remain authentic. "We help cultural experts in the museum and technology companies to understand each other's needs and standards."
When her department makes a 3D model of an artefact, museum experts ensure the patterns, colour and illustrations are all accurate. "The bar is set very high," she says. "Sometimes when the tech guys finish one project, they say they've become half an expert on the palace."
However adjustments are made – sometimes for the vanity of their visitors. "We found visitors didn't like to share pictures online of their T-shaped robes with large cuff openings and waistline," says Su. "Later, developers slightly reduced the waistline to present a more modern look. However the colour, patterns and forms on the robes all remain faithful to the artefacts."
Making traditional culture relevant
"Traditional culture is not dead fixed," says Feng Nai'en, deputy director of the Palace Museum. "Using modern technology and forms attractive to young people helps us pass on our heritage to the next generation."
The museum has worked with Tencent on a project that hopes young people will create cartoons, music, memes and games based on the legacy of the Forbidden City. Tencent brought the project worldwide last week to more museums and young people. "The Forbidden City has been a place of fashion historically, as shown by many of the emperors' ahead-of-their-time handicraft collection," says Feng. "We want to keep that openness."
The museum's online souvenir shop is certainly engaging with consumers. The shop, which features Forbidden City-related items, made one billion yuan ($150 million) on Alibaba's Tmall marketplace in 2016.
Rachel is co-founder and strategic director at blooloop. She has a degree in engineering from Cambridge University, is a Chartered Accountant and has certificates in Sustainability Leadership and Corporate Responsibility from London Business School, and Sustainable Marketing, Media and Creative from Cambridge University's Institute for Sustainability Leadership (CISL). Rachel oversees our news, events and sustainability.
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.”
When women step into construction, architecture, and design, they bring precision, patience, and a collaborative spirit that reshapes the built environment. Through mentorship, knowledge-sharing, and support across trades, they strengthen teams and elevate projects.
When we make space for women in construction, we build not only better spaces but stronger industries.
When we think about construction and architecture, many of us instinctively picture a male-dominated profession. For generations, architecture has been perceived as a field led primarily by men.
Yet, in interior design, a closely related discipline, the trend is strikingly different. The 2023/2024 diversity survey by the British Institute of Interior Design (BIID) reports that approximately 90% of interior designers are female.
This contrast raises an important question: why has architecture historically been male-led, and why are we now witnessing a meaningful shift?
A visible shift in leadership
The industry is evolving. We are increasingly seeing successful, high-profile projects led by women - projects that are not only ambitious but culturally significant.
Transformation plans for the National Gallery, London. Image courtesy of Selldorf Architects.
Meanwhile, the transformation of the National Gallery was entrusted to Selldorf Architects, founded by Annabelle Selldorf, who was named one of the 100 most influential people in 2025.
These are not isolated examples. They represent a broader shift in visibility, recognition, and influence. They also demonstrate something powerful: women are not just participating in architecture - they are shaping its future.
What women bring to the design process
In architecture, design and construction, the work goes far beyond creating buildings - it is about shaping human experience. It is about how people move, feel, gather, and connect within a space.
Female architects and designers often bring a strong emphasis on usability and comfort. They demonstrate greater sensitivity to safety and inclusivity, along with careful attention to human-scale details. Their work is often guided by empathetic, user-centred thinking.
Women frequently prioritise how diverse communities will interact with a space. From public institutions to commercial interiors, this approach ensures environments are not only visually compelling but also welcoming, safe, and accessible.
Design becomes less about monumentality and more about meaning.
The power of diverse teams
At Lumsden Design, diversity is embedded into how we operate. With 72% of the team being female and an international mix of backgrounds, collaboration becomes the foundation of success.
This diversity has an impact on the global projects we are involved in, particularly for cultural and visitor-attraction organisations such as Netflix, Natural History Museum of Denmark, and Warner Bros. Discovery.
Netflix House - the morning exterior facade of Dallas, showcasing the iconic Red Envelope entrance, creating an instantly recognisable brand moment
A combination of ethnicities, genders, and cultural experiences expands creative potential and allows for all voices to be heard. It enhances cultural sensitivity and strengthens problem-solving capabilities.
In an industry where design is a form of storytelling, this breadth of perspective prevents generic, one-size-fits-all solutions and makes it unique to a destination.
This approach directly aligns with the principles of the experience economy - where it’s not about delivering products or services alone, but it’s about creating meaningful, memorable experiences and curating emotional, immersive journeys.
Leadership beyond ego
Female-led design is often characterised by functionality, attention to detail, and innovation grounded in empathy. There is typically less focus on ego and more on collective success.
Mentorship plays a crucial role. Leadership becomes less about personal ambition and more about nurturing talent, elevating others, and creating space for growth. By fostering curiosity and collaboration, teams develop stronger commitment and long-term progression.
Inclusive organisations are significantly more capable of meeting financial goals, and a higher representation of women in leadership correlates with greater radical innovation.
Why? Because leadership styles complement one another.
Traditionally, male leadership has been associated with agentic qualities—goal-driven, decisive, performance-oriented. Female leadership often brings communal and empathetic strengths—emotional intelligence, communication, collaboration, and people-focused management.
When these approaches work together, they create a dynamic that outperforms homogeneous teams. Employee morale improves. Staff turnover decreases. Creativity increases.
The result is not compromised - it is a competitive advantage.
A new era for architecture, design & construction
Architecture and design are storytelling disciplines. They shape how we experience culture, commerce, and community. To tell richer stories, we need richer perspectives.
The growing presence of women in architecture is not about replacing one dominance with another. It is about balance. It is about recognising that the most innovative, resilient, and successful teams are those built on diversity—of gender, culture, experience, and thought.
The profession is evolving from a historically male-led industry to a more inclusive, collaborative field. And as the examples from the British Museum and the National Gallery demonstrate, women are not just contributing—they are leading at the highest level.
Gender-diverse leadership is no longer optional. It is essential to the future of architecture and business alike.
The buildings we design today will shape the world of tomorrow. It is only right that the people shaping them reflect the full diversity of the communities they serve.
Dream Garden Amusement Equipment Co., Ltd., a leading manufacturer of playground equipmentand toymaker in China, has designed and delivered a new family entertainment centre (FEC) in Hetauda, Nepal.
With this project, the company brings the multi-attraction indoor leisure concept to the rapidly expanding South Asian market and demonstrates how combined trampoline parks, soft play and arcade attractions can attract a wider customer base and increase visitor engagement.
"We are excited to support our partners in Nepal in creating a modern family entertainment center that brings together active play, digital gaming and children’s attractions," says a spokesperson from Dream Garden.
"Projects like this show how indoor entertainment concepts are expanding into new and emerging markets around the world."
Increasing demand for integrated venues
Situated near Puspalal Park in Hetauda, the venue is positioned as a new social entertainment hub for the local community.
By delivering concept planning, layout design, equipment manufacturing, and project support, Dream Garden helped the client create a contemporary indoor amusement attraction, tailored to the local market.
"Our goal is to create a new entertainment destination for families in Hetauda," says the client. "The combination of trampoline attractions, children’s play areas and arcade games will offer visitors a unique experience that has not previously been available in the city."
The FEC brings together several entertainment formats, creating a diverse indoor destination for children, teenagers and families.
The trampoline park features interconnected jumping zones, foam pits, and interactive play elements to enhance visitor engagement and repeat visits. This is accompanied by a colourful soft play structure with slides, ball pits and climbing activities for younger children.
In addition to the physical attractions, the FEC offers arcade games and VR experiences, creating a balance of active play and digital entertainment.
As indoor leisure continues to grow across emerging markets, this project reflects the increasing demand for integrated FECs that combine multiple attractions under one roof.
Dream Garden has over 15 years of experience designing and fabricating indoor playgrounds and trampoline parks for venues across Europe, the Middle East, South America, and Asia.
With this project in Nepal, the company marks another step in its continued global expansion.
Earlier this year, Dream Garden finalised the design and delivery of a new Happy Panda indoor entertainment centre in Osorno, Chile. The multi-zone family entertainment venue has been created for both children and adults.
For years, most conversations about AI in the experience economy focused on efficiency. Why go through a lengthy research process on Google or TripAdvisor when I can get quick, personalized recommendations from a chatbot that understands me and my interests?
But recent filings from Marriott and Hilton highlighted that AI is on the precipice of a major change. AI is moving beyond just helping people discover what to do next to helping them complete the transaction itself.
And if that shift speeds up, it will be a seismic change for both marketing and distribution.
If AI is no longer simply a planning tool but a potential intermediary, it could create a new layer between brands and their customers.
For museums, theme parks, zoos and aquariums, immersive exhibitions and IP-driven experiences, the question is clear: What happens if AI becomes the primary interface for discovering and booking physical experiences?
If that comes to fruition, it will determine not only what gets shown to experience-goers, but what gets booked and what gets overlooked.
AI is shifting from discovery to transaction
In the current AI landscape, users go to an AI tool and can ask a broad question (“I’m going on a trip to Chicago in April. What should I do?”). That’s agentic discovery, and it’s how people are currently using AI.
But soon, people may say, “I’m going to Chicago for a trip in April. Book the highest-rated experience that I’d like.” The transaction may happen right there within the chat interface, and a user may never land on an attraction’s website at all.
A change like that could restructure the entire purpose of a website. As Syracuse professor and AI expert Shelly Palmer wrote last year, “agentic AI will transform your websites from destinations into API endpoints, and user journeys into autonomous workflows.”
Put simply, AI agents are on the cusp of pulling data directly from websites’ backends and executing transactions without needing user guidance.
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Today, websites are places users go to glean more information, but soon, their primary function may be to serve as structured data sources for AI systems.
For experience brands built on immersion and emotional storytelling, being reduced to just a couple of summary lines in an AI chatbot would have huge implications.
Whose customer is it anyway: if AI controls the transaction, it may control the relationship
Right now, hotels are asking: “What if AI becomes the next Expedia?”
Experience brands may need to ask an even broader question: “What if AI doesn’t just become the next Ticketmaster, but is even above Ticketmaster? A place where discovery and purchase happen in one step.”
That would raise important questions:
Who owns the customer relationship?
Does first-party data still flow into your CRM? If not, how does retargeting work properly?
What will commission or fee structures look like? Will they resemble OTA-style fees?
What happens to brand loyalty? How do brands hold onto it if transactions happen elsewhere?
If many (or most!) customers are transacting in an AI interface, they may never forge any connection with a brand.
On top of that, for ticketed attractions, in particular, organizations need to be mindful of scarcity, resale markets and fraud. As agentic commerce evolves, the industry will need to identify what constitutes “legitimate” automation to ensure fairness is maintained.
If you thought bots scalping for the hottest tickets were a challenge before, it may be about to get even trickier.
Visibility in an AI commerce world will be earned through signal strength
AI systems will prioritize signal strength, not brand legacy or captivating storytelling.
But these signals will not just be built on strong API backends on websites. Systems will learn from review volume, online ratings, search behavior, social sentiment, and discussion.
Conversations on Instagram, TikTok, YouTube, Reddit and beyond will continue to shape what gets surfaced.
But that will intensify a familiar dynamic: visibility begets visibility.
Blockbusters and highly discussed experiences will generate more digital signals, which, in turn, will increase the likelihood of being surfaced. In a world where AI is not just driving discovery but transactions, visibility is even more important.
Smaller institutions or productions with less chatter risk becoming even harder to find than they are now, regardless of the quality of the on-site experience and storytelling.
We are already seeing K-shaped outcomes across live entertainment and attractions. Agentic commerce could further amplify that trend.
This shift is structural, and the standards are being set now
The shift will not happen overnight, but the foundations are being laid right now.
The governance of agentic booking, payments, authentication, and fraud prevention is currently being shaped by major technology and payment players such as Google, OpenAI, Visa, and Mastercard.
Once the model solidifies, its economics and data flows will become difficult to renegotiate.
As the hotel leaders are showing, organizations that engage early have a greater opportunity to shape this process before we get to that inflection point.
While not all attractions or organizations will have an open line of communication to these platforms, now would be the time for these smaller institutions to align together to ensure their interests are represented.
The institutions that shape AI’s role will shape their own future
In a world that’s becoming increasingly algorithmic and synthetic, live experiences will become even more important. AI will not replace the emotional impact of a live show or a world-class exhibit.
But AI may influence which experiences get surfaced first or never presented at all.
Being ahead of this curve by asking these questions early, optimizing web design and aligning with like-minded organizations can help ensure your institution is shaping the role of agentic commerce rather than reacting to it.
Warner Bros. Global Experiences has announced plans to open a new flagship Harry Potter store in London, joining the King’s Cross shop as the UK’s only official Harry Potter retail destinations.
Harry Potter Oxford Street is set to open in autumn 2026 at The Ribbon, 134-140 Oxford Street, spanning 21,000 square feet over two floors.
The space will be transformed into a wizarding emporium celebrating iconic locations from the books and films, with photo opportunities, interactive exhibits, and exclusive merchandise.
A new way to experience the world of Harry Potter in London
Karl Durrant, SVP of worldwide retail at Warner Bros. Global Experiences, says:
“Harry Potter is deeply rooted in British storytelling, and this will give fans an exciting new way to experience this magical world in the city that features so prominently in the stories. Offering a completely new retail experience for Harry Potter fans which will delight and entertain, it’s going to be very special.”
Meanwhile, the upcoming Harry Potter-themed land at Warner Bros. World Abu Dhabi on Yas Island will be the world's first to house both Hogwarts Castle and Diagon Alley.
Miral, Abu Dhabi's developer of immersive destinations and experiences, announced the Middle East's first Harry Potter -themed land in 2022. It will feature iconic locations along with three new rides, retail outlets, and F&B facilities.
Transformation plans for the National Gallery, London. Image courtesy of Selldorf Architects. 
Netflix House - the morning exterior facade of Dallas, showcasing the iconic Red Envelope entrance, creating an instantly recognisable brand moment
Warner Bros. Studio Tour Tokyo
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Harry Potter store in Harajuku