Charles is co-founder and creative director at blooloop. He attends numerous trade shows around the world and frequently speaks about trends and social media for the attractions industry at conferences. Outside of blooloop, his passions are diving, trees and cricket.
iSlide has developed a revolutionary new system that uses gaming and video projection to transform waterslides into a marketing opportunity for water parks.
The combination of gaming and special effects turns an existing slide into a must-share, spectacular adventure. What's more, the interactive waterslide can be regularly refreshed with new content remotely by the iSlide team.
The addition of the company's groundbreaking gaming experience takes waterslide interactivity to the next level. Riders play as they slide. The object is to hit as many touchpads in the slide as possible. At the end of the ride, a photo or a video of the rider is captured. Once they've exited the ride, participants can view their score and photo or video on a touchscreen.
Transforms waterparks into must-visit interactive experiences
If they choose to enter their email address, their scores and images are sent directly to their inbox, ready for sharing on social media. That way, guests have a lasting souvenir of their interactive waterslide experience and a compelling reason to return ie. to improve their score. iSlide claims to boost visitor numbers by 20-30%.
In addition, the water park is marketed by its guests and the venue has also captured valuable data. This can then be used to stay in touch with guests and create special events, such as using the digital scoreboard to award prizes.
This means water parks can bring their offering bang up-to-date without the major expense of investing in new rides.
iSlide is a leader in turning waterslides into an interactive computer game and multimedia attraction. The companydevelops systems for regional water parks and major water parks chain around the world. It has recently worked on projects in Soaring Eagle in Mt Pleasant, in Michigan and Mountain Creek in Vernon, New Jersey in the USA as well as Center Parcs Longlear Forest in the UK.
The iSlide team will be at the Euro Attractions Show 23rd-27th September in Amsterdam. Meet the team on booth #3-100 or click here to arrange a meeting.
Charles is co-founder and creative director at blooloop. He attends numerous trade shows around the world and frequently speaks about trends and social media for the attractions industry at conferences. Outside of blooloop, his passions are diving, trees and cricket.
Disney Cruise Line's latest cruise ship, the Disney Adventure, has set sail on its maiden voyage from Singapore.
Setting sail on March 10, the largest-ever ship in the Disney Cruise Line fleet is the first to homeport in Asia.
The new shipspans 1,122 feet, accommodates 6,700 guests, and will travel on three- and four-night cruises at sea around Singapore for its first season.
The eighth ship in the growing Disney Cruise Line fleet, the Disney Adventure has expanded the Walt Disney Company’s presence in Asia.
In a statement, Disney Signature Experiences president Joe Schott said: "We think about this ship as a brand ambassador as Disney Cruise Line continues to visit more people in more places around the world."
He added: "It brings together our storytelling, entertainment and legendary service in one immersive experience, creating memories for guests that stay with them long after the voyage ends."
The ship brings immersive Disney storytelling to guests across seven themed areas, including Disney Imagination Garden, Town Square, San Fransokyo Street, Marvel Landing, Wayfinder Bay, Disney Discovery Reef, and Toy Story Place.
Highlights include the Marvel Landing area, an immersive Marvel-themed zone where guests can ride the Ironcycle Test Run, the longest roller coaster at sea.
Originally scheduled to set sail on 15 December, the maiden voyage of the Disney Adventure was postponed due to shipbuilding delays. The ship arrived at its new home port, Marina Bay Cruise Centre in Singapore, on 3 March.
Disney's largest ship accommodates 6,700 guests
Schott previously said: "The arrival of the Disney Adventure in Singapore marks a significant milestone in our global expansion, introducing Disney cruising to Asia for the very first time."
He added: "Honouring Disney Cruise Line’s legacy of unforgettable journeys, our newest ship brings together our signature storytelling and creativity in an exciting new region."
Images courtesy of Disney
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Cloward H2O, an expert in aquatic design, reveals how delivering a successful surf park involves more than just selecting the appropriate wave technology or securing an appealing location.
The best projects rely on strong industry knowledge, proven expertise, and careful design. As surf parks evolve from stand-alone attractions to parts of larger destinations, insights from the broader attractions and aquatic industries have become more valuable.
As the demand for top-tier surf experiences continues to grow, Cloward H2O is dedicated to helping developers turn innovative ideas into dependable, high-quality destinations.
Its mission is to guarantee that each surf park offers consistent waves, excellent water quality, and a memorable guest experience.
A reliable partner
Cloward H2O collaborates closely with leading wave system developers and aquatic technology suppliers, enabling the creation of environments that blend excitement with durability.
By leveraging expertise in wave mechanics, water treatment, and circulation systems, it designs surf experiences that excite guests while adhering to top operational standards.
For the company, the “wow factor” goes beyond the wave, encompassing pristine water quality, smooth system performance, and assurance that every component is durable and well-engineered.
Cloward H2O supports surf park development, from initial concepts to final commissioning, offering expert guidance at each key phase.
The team works with clients, architects, and wave suppliers to develop designs that integrate seamlessly with the overall destination, enhancing the guest experience. Once a concept is finalised, the firm engineers systems for water circulation, filtration, and treatment, emphasising performance, safety, and sustainability with proven and innovative technologies.
Throughout construction, it works closely with project teams to ensure smooth progress, providing technical support and safeguarding the original vision until project completion.
Developers choose Cloward H2O for its reliable integration of proven practices and innovative technologies, ensuring modern advancements enhance surf park projects.
The company serves as a collaborator, guiding concepts through construction while keeping stakeholders informed and aligned. With extensive experience in the water park industry, the team minimises risks and improves project outcomes.
Committed to sustainability, Cloward H2O emphasises environmentally responsible water and energy solutions that support long-term success.
The Cloward H2O process involves initial project onboarding to understand client goals, followed by conceptual aquatic design support if needed. Approved concepts are then developed into detailed technical plans that meet industry standards.
During construction, Cloward H2O offers ongoing support to ensure proper installation. Finally, the team assists with testing, commissioning, and operator training to ensure everything functions smoothly from day one.
Although surf parks are still a developing industry, the company considers water parks a valuable source of operational knowledge accumulated over decades. Important lessons include prioritising safety, creating inclusive guest experiences, investing in dependable infrastructure, and designing for smooth, efficient operations.
Environmental responsibility is now also a key priority for the company. Water conservation, energy efficiency, and sustainable materials are expected standards rather than choices.
Moreover, successful attractions adapt to seasonal changes, leverage guest data effectively, and build strong brands through active community involvement.
Rising to the challenge
Surf park projects face significant challenges, including high upfront investment, advanced technological requirements, and complex regulatory frameworks. Choosing the right site is essential, says Cloward H2O, as it affects both construction feasibility and future visitor numbers.
Operational complexity also presents a hurdle. Ensuring consistent wave performance, water quality, and guest satisfaction demands skilled teams and well-designed systems.
As competition increases, surf parks must also set themselves apart through innovative design, strong branding, and superior experience quality.
The firm adds that design is crucial for the success of any aquatic attraction. Careful layout planning boosts guest movement, minimises congestion, and enhances safety.
Effective theming and appealing aesthetics strengthen brand identity, while sustainable designs ensure long-term durability. Common mistakes involve inadequate circulation plans, underestimating maintenance requirements, neglecting accessibility, and not incorporating sustainability early on.
Achieving a balance between innovation and practicality is vital to prevent expensive operational problems later.
Successful projects start with a clear understanding of market demand and guest expectations. Then, designers should focus on safety, operational efficiency, and creating immersive experiences, while utilising modern technology and planning for future growth, explains Cloward H2O.
Collaboration among stakeholders, thorough simulation and planning, and an emphasis on durability help ensure that attractions remain relevant and profitable in the long term.
Based in Lindon, Utah, Cloward H2O typically oversees 50 to 55 active projects globally. The company’s teams consist of seasoned senior engineers and designers, backed by mentored mid-level and junior staff, enabling the firm to uphold quality while managing complex, multi-project tasks.
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.”
Disney Cruise Line has unveiled a first look at its new Disney Adventure cruise ship following its arrival in Singapore.
As Disney Cruise Line’s largest-ever ship and its first to be homeported in Asia, the Disney Adventure is set to embark on its maiden voyage from Singapore on 10 March.
Sharing a first glimpse aboard the ship, Disney offered fans a look at its seven themed areas, which include elegant lounges for adults and immersive spaces designed for children and families
Guests aboard can explore seven uniquely themed areas, including Disney Imagination Garden, Town Square, San Fransokyo Street, Marvel Landing, Wayfinder Bay, Disney Discovery Reef, and Toy Story Place.
Featuring an open-air courtyard, Disney Imagination Garden includes a central Garden Stage for shows and events, along with two quick-service dining options.
A celebration of Disney Princesses, Town Square welcomes guests with makeovers, themed dining, Broadway-style shows, and nearby signature restaurants.
Inspired by Big Hero 6, San Fransokyo Street includes the Big Hero Arcade, Baymax Cinemas, the Alley Cat Café, and myriad shopping experiences, including a Duffy and Friends shop.
Set in the Marvel Landing area, an immersive Marvel-themed zone, guests can enjoy the Ironcycle Test Run, the longest roller coaster at sea, alongside the Pym Quantum Racers and Groot Galaxy Spin.
Located on the ship’s stern, Wayfinder Bay offers guests the opportunity to unwind by the pool while enjoying live entertainment, while Discovery Reef offers a collection of themed eateries, bars, and cafés inspired by Disney and Pixar's underwater tales.
Toy Story Place, a water play area on the ship’s upper decks, features pools, whirlpools, slides, and splash pads inspired by Pixar’s Toy Story films.
After arriving at its new home port, Marina Bay Cruise Centre in Singapore, on 3 March, the newest ship in the Cruise Line was welcomed to the fleet with a christening ceremony on 4 March.
"The arrival of the Disney Adventure in Singapore marks a significant milestone in our global expansion, introducing Disney cruising to Asia for the very first time," said Joe Schott, president of Disney Signature Experiences.
He added: "Honouring Disney Cruise Line’s legacy of unforgettable journeys, our newest ship brings together our signature storytelling and creativity in an exciting new region."
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.”
