Leadership, Safety, and Operations: Atlantic Park Management Insights

Tell me about a time when you acted as a leader.

Cross-training pitch: saw greasing redundancy (Mon/Tues closures), proposed lifeguard cross-training, got buy-in, implemented

Did you have any leadership roles in the past?

No formal title, but consistent pattern of stepping up unassigned: cross-training, storm/rentals, Stab High, fence/storm night

Why haven't you had any named leadership roles in the past?

Never chased a title, gravitated toward doing the work — leadership showed up in what I did (cross-training, storm rentals, fence night), not what I was called. This role = first time authority matches the instinct

What was the most important thing you learned from your time at Atlantic Park?

Whole park is one system, not separate lanes — floating across roles taught this

Why should we trust you as a manager when you have no past management or leadership experience?

Track record of acting like a leader without the title; this role = authority to match existing instincts

Tell me about a time you overcame adversity.

First week internship, APM had me click reset, deleted BOM. Stayed 3hrs late unasked to fix it, got dinner after, built real relationship. Showing up when something's broken builds trust

Tell me about a time you failed, and what you learned.

Stab High, jogging modules back after greasing — first time doing that task. Tech still greasing when I started, caught it fast, stopped immediately. COO talked to team about safety first. Being new to task = importance of real training/handoffs, not just instinct. Carry into role: make sure anyone new to a task gets real training

Tell me about a time you went above and beyond / worked under real pressure.

Fence around machine broke a section, storm approaching. Told I could leave, stayed anyway — grabbed zip ties, manned camera drone while facilities director + ops manager dove down to secure it. Got it done before storm hit

There's a surfer who is clearly struggling — at what point do you approach or remove them?

After ~3 failed attempts w/ visible fatigue or loss of control (matches what GM said at The Point). Immediately if real danger signs — no waiting on a count

There's a surfer causing a scene who won't get out of the water — what would you do?

Escalate: calm verbal redirect -> water patrol/lifeguard if it continues -> clear removal if safety/guest exp at risk

You have a below-average worker who's always on time and well-liked by staff — what do you do?

Reliability/likability isn't a pass on performance. Private convo, clear expectations, real runway to improve

You have a great worker who doesn't show up on time and misses shifts — what would you do?

Skill isn't a pass on reliability. Diagnose fixable vs pattern, same direct convo, consequences if continues

What would your first 30/60/90 days in this role look like?

30: shadow 3 teams, learn names/pain points, don't change yet. 60: formalize scheduling/comms using CM background. 90: own coordination fully

How would you build trust with staff who are older or more experienced than you?

Lead by presence, work alongside early. Ask & listen before changing anything. No title at Atlantic Park either, earned trust by showing up

How would you handle two team leads disagreeing on how to handle something during a busy day?

In moment: call that protects safety/guest exp first, explain briefly, move on. After: hear both sides, fix process if needed

Tell me about a time you gave someone feedback they didn't want to hear.

Haven't done this formally (no mgmt exp yet) — approach: private, specific, factual, behavior not person

How would you handle a team member who openly disagrees with a decision you made?

Let them voice it, check if missing something. If still right, explain once, hold line, follow up after

How would you prioritize if all three teams needed you at the same time during a peak day?

Triage by risk: safety > guest complaint > staffing gap. Delegate what others can handle, take what only I can

How would you handle a mechanical or wave system failure during business hours?

Stop activity, guest safety first, notify technical contact. Communicate calmly, document after — ties to maintenance background

How do you think about balancing guest experience, safety, and cost?

Safety = non-negotiable floor. Guest exp vs cost case by case, lean on data. CM background = real budget tradeoffs

Where do you see yourself in 5 years?

Growing within surf park ops & management long-term. Don't volunteer construction/development crossover unprompted

Are you sure you're ready to relocate somewhere new, work six-day weeks, without your existing support network nearby?

Yes — already thought through housing/car/budget, deliberate choice. Excited, not just tolerating it

What's your biggest weakness?

Take on too much myself vs building formal systems (storm/rentals, floating). Haven't run structured scheduling before — this role is first time. CM background = where I've built real process. Uriah's mentioned working with me on scheduling, excited to learn it closely with him

Are you comfortable wearing multiple hats outside a strict job description at a young, growing company?

Yes — that's literally been my pattern: floating, rentals fill-in, control tower time

Why do you think you deserve $65-70k when the range discussed was $45-55k?

Ref $45-55k from site visit, scope learned from Uriah (3 teams, 6-day weeks, no insurance) — self-funded insurance runs ~$340/mo once I'm off parents' plan, real cost this role creates. Not just scope/cost though — already proven I perform at this level: cross-training implemented, Stab High under elevated maintenance load, solo rentals during storm. Land on 65-70k, follow with strongest story