Theme park manager
A theme park manager is responsible for every aspect of the day-to-day running of a theme park. This includes key functions, such as managing the customer experience, strategic planning and development, monitoring health and safety, overseeing the park's finances and handling staff appraisals.
Theme park managers propose and implement strategies to constantly improve customer satisfaction and park development. Additionally, they may oversee or take sole responsibility for the marketing of the park in order to generate business.
Theme park managers may also be known by other job titles, for example, guest experience manager, rides and operations manager or attractions manager.
Theme park sizes vary greatly. In a large park, the actual operation and delivery of 'the product' is managed by departmental or assistant managers and overseen by the theme park manager, while the theme park manager in a small park may perform a broader range of functions.
Parks within commercial groups or chains may differ considerably from independent parks. Some theme park managers may also operate hotels as part of their remit.
Work activities vary according to the setting, but tasks typically involve:
Although this area of work is open to all graduates and diplomates, the following degree, HND or foundation degree subjects may increase your chances:
Entry without a degree, HND or foundation degree is also possible.
A postgraduate qualification in leisure and recreation management, marketing, financial management, human resource management or business may improve your chances, although most managers stress the importance of work experience over academic qualifications.
Pre-entry experience, which includes customer service, whether in theme parks or a related area, is extremely useful. Proven management experience, preferably within the leisure industry, is highly desirable. Many employers place a greater emphasis on experience than qualifications.
Candidates will need to show evidence of the following:
A high degree of technical competence and computer literacy may also be required, as many of the rides are controlled by sophisticated computer programs. Knowledge of engineering can be useful. A first aid qualification is often sought.
Learn as much as possible about the industry. Apply for seasonal work, either speculatively or through advertised positions. Such experience can be vital; those who have made a positive impression and contribution on a short-term seasonal contract are often recruited into permanent positions. Smaller, privately owned parks may recruit seasonal staff for vacancies with greater levels of responsibility. Larger parks may have a wider number and variety of positions on offer. Some international parks also offer summer placement schemes specifically for undergraduates. This may involve two to three-month or sandwich placements, offering the opportunity to gain invaluable experience and make contacts in the industry.
Graduates are unlikely to attain management positions without experience and are more likely to gain entry in non-management or assistant or departmental management posts.
There are only a limited number of management posts. Skills from other professions, such as planning, business management, accounting, human resources management and marketing, are often highly relevant and create opportunities to cross over into theme park management.
For more information, see work experience and internships and search courses and research.
Upon entry to theme park management, graduates can expect to be trained in the Fairground and Amusement Parks Guidance on Safe Practice, issued by Health and Safety Executive (HSE) . Other health and safety training is usually offered in order to maintain a legal standard for all visitors, contractors and staff.
Companies usually provide training in general management techniques and customer care. Some larger parks also offer their own management development programmes and can offer assistance towards further study and continuing professional development (CPD). Once in post, learning curves are often steep and fast-paced.
Technological training may be offered to help managers involved in the design, installation, operation and integration of new rides. Training in crisis management and dealing with the media may also be available as managers may be required to act as the company's spokesperson in crisis situations. You may also be able to undertake training in skills such as planning, business and financial management, marketing and human resources management.
The British Association of Leisure Parks, Piers and Attractions (BALPPA) and the International Association of Amusement Parks and Attractions (IAAPA) promote the interests of the industry throughout the UK, Europe and the rest of the world. The IAAPA offers training to members via several routes, including seminars, workshops and e-learning packages, in areas such as branding, critical incident management, customer service and special events.
Once in post, internal progression can be fast for talented recruits in large theme parks. Employees in smaller theme parks, however, may face a fairly flat management structure, and moving to a more senior level may call for a couple of sideways moves to broaden your experience.
Larger parks often have a team of managers with responsibility for different areas, for example:
Opportunities exist to specialise in such areas and then progress to general park management.
Some companies own several attractions and theme parks both in the UK and worldwide. Opportunities may exist for managers to relocate and further their career development at another location within the organisation or to move between functions in group-owned attractions.
Promotion to middle and senior management is dependent upon your ability and, frequently, your geographical mobility.
There are some consultancy opportunities in areas such as ride development or certification.
There has been a general expansion in the leisure industry during the past decade due to increased leisure time and a rise in disposable incomes. More recently, the strength of the euro and the economic downturn have seen a real growth in the domestic tourism market.
Today, considerable diversity and competition exist in the industry with a constant need for innovation and novelty to ensure that visitor levels are maintained and increased. Innovations range from developing existing sites and rides to the construction of completely new theme parks. Customer expectations continue to rise, with consequences for the theme park manager and staff at all levels, who are affected by the need to plan and innovate, and improve customer communication.
Merlin Entertainments Group Ltd is now the world's second largest leisure group, second only to Disney. It offers an 18-month graduate management programme and manages a portfolio of brands and over 50 attractions including the famous Madame Tussaud's, Legoland parks, Sea Life Centres, the Dungeons, the London Eye, Alton Towers, Thorpe Park and Chessington World of Adventures in the UK. It also owns and manages Gardaland in Italy, Earth Explorer in Belgium and Heide Park in Germany.
A wide range and increasing number of national and international theme parks have developed. Parks may be focused on rides and sideshows or, increasingly, as themed experiences with rides forming only part of a visit. Parks of the latter kind may have a range of on-site attractions including visitor centres, museums and zoos. Many larger parks also incorporate guest accommodation and hotels, often in line with the theme of the park. There are approximately 35 theme parks across the UK and more than 300 parks throughout Europe. The commercial or private sector is made up of some very large operators, as well as a large number of smaller companies.
Recruitment agencies rarely deal with vacancies, although headhunters may handle senior positions.
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