Rick Beddow Email & Phone Number

Orlando, Fl, Us

Universal City, Ca, Us

Clermont, Florida, Us

Orlando, Florida, Us

Led the development and strategic direction of Operations with a staff of four and more than 1,100 team members that encompassed guest services, amusement rides, shows, special events, park quality, safety, security environmental, health services and risk management areas hosting nearly 5 million guests annually. Managed workforce transition with two cutbacks that included line schedule reductions and attraction closures while maintaining safety and financial accountability for the national brand. • Increased unit profit contributions by 16% annually while company attendance declined 9%.• Restructured the Operations department to function with a 50% reduction in leadership staff while continuing to maintain safety and increase guests’ satisfaction scores above 97%.• Increased Net Promoter (NPS) Scores for the Operations division through strategic and tactical action plans centered on guest engagement.• Reduced overall OSHA injuries and achieved 2nd best safety incident rate among 11 company parks.

Orlando, Florida, Us

Produced the overall vision and development of Aquatica and its more than 1,000 staff team members with direct oversight of five key areas: guest arrival, water attractions, water safety and park quality and horticulture. Partnered with the marketing, sales, culinary and merchandise leadership to execute across the organization.Key Accomplishments:• Increased guest arrival area to comfortably process 25% of in-park capacity levels per hour.• Delivered a 20% increase in parking per capita with introduction to preferred parking.• Increased incremental revenue in cabana sales by 35%.

Orlando, Florida, Us

Supported the President in the collection of data and vital statistics focused on guest satisfaction metrics to chart quarterly profit margins and make necessary course corrections. Organized corporate planning calendar and necessary meeting preparations for various communication forums between leadership and team members. Engaged in the planning of park operation’s monthly conference calls to discuss standards and compare best practices across all 11 sites. Served as corporate spokesperson at industry conferences, which included American Society of the International Association for Testing and Materials (ASTM) Committees F24, Amusement Rides and Devices.Key Accomplishments:• A core influencer in the strategic implementation and refinement of a new company mission statement and core values facilitated by the CEO.• Led the company’s Operations division Vice Presidents in the development and refinement of long-term objective planning within the specified timeframe.

Orlando, Florida, Us

Led the company’s largest park in the day-to-day operations with five Managers and 950 team members focused on guest arrival and services, rides, shows and park quality. Engaged with guests through correspondence follow-up and surveys. Planned and developed annual department budget.Key Accomplishments:• Drove positive guest service rankings annually receiving the top or second spot within the organization (excluding Discovery Cove resort) over the course of tenure.

Us

Managed the strategic direction and execution of the Operations department with one Director, two Managers and 500 team members. Fostered a culture of guest experience standards of quality and safety as every team member’s top priority. Operations encompassed guest arrival and services, rides, shows, safety, security, environmental, health services, risk management, park quality, and horticulture. Participated in new product development and oversaw the Park Duty Manager Program.Key Accomplishments:• Raised customer satisfaction scores to 97% favorable rating for park cleanliness and employee courtesy. • Consistently worked within annual expense targets for Labor and the Operations department.

Us

.Directed the activities of the department, leading a team consisting of one Director, three Managers and 55 team members, to produce reports, capital planning and general business analysis. Monitored the fiscal planning of vault operations, payroll, purchasing, accounts payable and accounts receivables, asset management, information technology, and park warehouse operations. A contributing cross-team member in the new product development, design and preparation of park marketing plans, analysis of attendance metrics, pricing and promotion strategies and the overall impact on the admissions yields.

Support of all Anheuser Busch Theme Park systems which includes: Toll Booth, Front Gate, Turnstile, Season Pass, Group Sales, Merchandise POS, Source of Residency data collection, financial reporting/budgeting and the Attendance system. Primary goal was to provide accurate “Business Information” to the management staffs at all levels of the organization; providing the transition of common business data to information and/or business knowledge. Managed 14+ successful seasonal park openings, team to plan, develop and implement a financial budgeting tool integrated with SAP to improve the budget process, envisioned and directed team to build a Data Warehouse collecting and reporting various indicators in a timely fashion enabling managers to make better decisions and participated in the envisioning team for the Discovery Cove project in Orlando, Fl.

In addition to the IT duties below, assumed responsibility for the BA Department. This added capital planning, budgeting, labor management, overseeing business analysis studies, recommending process improvements for Busch Gardens and Adventure Island theme parks.

Direct all aspects of the Information Systems Department. This includes planning, capital budgeting, installation, support, inventory management and maintenance of all systems. Designed fiber optic infrastructure network, worked with Finance, Marketing, Merchandise, Culinary, Animal Care and Operations to implement systems to improve efficiencies. Conducted various system related feasibility studies and requested capital for those worthy.

Overall responsibility for operational readiness of all computer driven simulators at Fleet & Mine Warfare Training Center. This included the management of: two maintenance shifts and one operational shift, all purchasing activities, inventory management, coordination and assignment of all maintenance work orders and the preventative maintenance schedules, technician training, quality control inspections and audits. Highlights include the success and profitability of $1MM+ government contract; maintaining an average CPF (Contractor Performance Factor) of at least 95% for three consecutive years while increasing productivity and reliability of systems after a 30% reduction in staff.

Us

Responsibilities included all maintenance control functions, managing personnel assigned to organizational, intermediate, depot, and preventive maintenance on assigned shift. This included both analog and digital troubleshooting to component level. Contributed to a 39% increase in reliability of all systems and maintained an injury free environment.

Washington, Dc, Us

Reserve duty to 1988

M.A., Business And Management Information Resources

B.S., Training, Education And Development