MOVERS & SHAKERS Scott Ault
MOVERS & SHAKERS
After 19 years with BRC Imagination Arts, Scott Ault left to become president and CEO of a newly launched design company called Rethink Leisure and Entertainment
Why did you move on from BRC? BRC is truly wonderful – that’s why I spent 19 years working there. But I was pre- sented with an opportunity that was really challenging and sparked a deep interest.
What are your aspirations going forward with Rethink? For Rethink to be a vibrant group of talent- ed, great people who are fun to work with and always have a voice for their opinions, ideas and needs. Rethink is not truly hierarchical. I want people to want to work at Rethink, and I want clients who want to work with us. If we achieve that, then all our business aspirations will be fulfilled.
What does the attractions industry mean to you? It’s entertainment that is wholly interac- tive, for and about the guests: to inspire, educate, delight and provide opportunities for family experiences. For me, it’s about being there on opening day and hoping we did such a good job that the visitors don’t see the process and aren’t disappointed. It’s witnessing those magical moments when they gasp. It’s a thoroughly collab- orative industry, which I love. We build entertainment hubs that continue for suc-
60 Attractions Handbook 2014-2015
cessive generations. It’s an industry that crosses social barriers and is so available.
What challenges face this sector? A big challenge is the issue of suppliers. In many countries, hard goods must be im- ported and they’re heavily taxed. This is in addition to the necessity of working within fractured and/or foreign bureaucracies. Another challenge is that the industry’s talent base is not deep enough nor easily available beyond very distinct locations. Therein lies the challenge of capacity: with so many projects happening worldwide there’s a limit to trained professionals and resources. There is just so much time and just so many bodies available to create and manufacture. This also boils down to safety – the challenge of making attrac- tions as safe as possible no matter where they’re located. And attractions aren’t solely based on importing or exporting “Hollywood” – we must work with the local culture and mindset. Plus, we need to identify the next generation of talent world- wide, and then train and encourage it.
What does the TEA mean to you? The TEA provides a safe forum to get to know others doing what you do. To con-
Scott Ault, president of Rethink Leisure
nect with individuals in the industry, who you wouldn’t necessarily get to meet, and on a global scale. This is a competitive and fluid sector: many of us have worked together or for each other. Although we may compete for a project or a job, we can sit together with a glass of wine when we meet at a TEA event. So, if you as a pro- fessional come up against a new obstacle, you can reach out to others for advice. The TEA fosters trust, offers a welcoming social and professional network with an accessible pool of advice and resources. But members must attend events and par- ticipate in order to reap the best benefits.
What does the year ahead hold out for attractions? The world is now slowly recovering and people are making more and more plans, particularly for leisure projects in the Mid- dle East with the announcement of Dubai’s 2020 Expo. Recovering economies result in more people with discretionary incomes, who then visit attractions. On another note, as Disney works out the kinks in its MyMagic+ program, I think you’ll see more use of integrated payment systems, which turn mixed areas into whole resorts – and people tend to then spend more money.
www.attractionshandbook.com
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