Past Projects

When I moved from Rides to the Guest Services management team, I had to learn the processes and systems from scratch. That gave me a unique opportunity to view the existing training content from an outside perspective and I could clearly see its strengths and weaknesses in a way I might not have if I'd already known it inside out.

Once settled, I spoke with the front-line team and other management to rework the training document from the ground up. Everything from small fixes, like updating out-of-date information, to bigger overhauls of entire sections. I also built a new training tracking system in Excel, giving management full visibility of exactly where each team member was and what still needed work.

This coincided almost perfectly with the introduction of multi-skilling across the park, where the Guest Services team was regularly joined by hosts from other departments, giving me an immediate, real-world test of the new training material with people encountering it for the very first time.

As a Duty Manager, I often dealt with complex complaints and feedback that needed logging and passing on to the centralised Contact Centre team to handle follow-ups, such as compensation. Early on, I realised this process was entirely informal, for example notes taken on a phone, then emailed across to the Contact Centre.

I worked with the Contact Centre Manager to build a custom reporting form that management could fill out directly with guests, capturing their details, ticket information, complaint and next steps. Using Microsoft systems to automate the process, the form automatically sent a summary, including next steps and follow-ups, to both the Contact Centre team and site management, making complaint tracking far more consistent and follow-ups faster and more accurate.

With the Guest Services Accessibility kiosk facing long queues during the peak Summer period, I worked to create new signage at key touch points across the queue. This included entrance signage to guide guests to the correct queue and keep wait times down, mid-queue signage to help guests prepare for when they reached the front and general FAQ signs to answer common questions before they needed to ask.

I worked closely with the brand team at Thorpe Park to make sure the design was cohesive across every sign and in line with the park's own visual guidelines.

Another aspect of my role at Hobbledown Heath was taking sole responsibility for the entire retail operation from stock ordering and storage to display. As part of that ownership, I reviewed key suppliers and their product ranges, developing new partnerships where it made sense and introduced seasonal displays, such as Easter-exclusive products. I also created a simple, custom in-shop display for Easter using existing props and decoration from the attraction, keeping costs to a minimum.

This approach proved worthwhile with newer products and Easter-exclusive lines often sold quickly, with some selling out entirely.

When I took over as the primary Gripped Duty Manager, changes were needed to the site's operational plan to ensure it could run efficiently. This meant introducing staggered opening times and rotating staff across positions.

Working on site, it was my responsibility to implement these changes and make minor adjustments where needed, based on real-world use, alongside the General Manager and Group Operations Manager. Not being a high ropes expert myself, I relied on the experience of the instructor team and team leader to help build a system that made sense for guests, staff, and business requirements alike.