دينامو القطار الحارق يوم في حياة لوسيانا بيرياليس

From Curiosity to Calling

From a young age, Periales was intrigued by the attractions industry. “When I was 16, because I was very curious, I would go with my uncle to Neverland and do some work,” she says. Periales’ uncle, Marcelo Periales, led the company at the time. She found joy and inspiration in the collaboration—and they developed a close bond since she was the only other family member directly involved with Neverland. “We were great friends. We laughed a lot,” she reminisces with a smile.

Periales’ time at Neverland came to a brief pause when she chose to explore opportunities outside the family business, studying marketing and working at a car dealership in a marketing role before moving into real estate. She then relocated to San Francisco for two years. Ultimately, she decided to return to Argentina and rejoin Neverland, where her career quickly gained momentum. “I started first being in charge of one of the restaurants, and then in two years, I was in charge of the whole food and beverage business,” Periales says of the now-defunct business division. “After that, I worked in the innovation and development department until my uncle became sick and began preparing me to take on the CEO role.”

When Marcelo passed away, it was time for Periales to rise to the rewarding but daunting occasion of becoming Neverland’s new leader. “I had to step into the CEO role at the age of 38 … At that time, my kids were very little. It was one of the most difficult moments of my life. And it was then that I made a conscious decision to strengthen myself, not just as a professional, but as a person,” she says. “I knew I had to lead not only the company, but also my family, through a moment of deep transition.”

Marcelo’s steady guidance before his passing helped ease the transition process, and he instilled in Periales the importance of passion, diligence, and—most importantly—caution. “One tiny but very important lesson he taught me was: never sign anything before reading,” Periales jokes. “But beyond that, he was very passionate about the industry, entertainment, and IAAPA.” His years of preparation to ensure Periales felt well-poised to sit at the helm of the company helped shape her people-focused leadership style. “Over time, I’ve come to understand that leadership is not about me; it’s about us. That simple idea has become my personal motto,” she concludes.

Guiding Neverland

Under Periales’ leadership, Neverland has evolved into a dynamic network of family entertainment centers, blending creativity, safety, and innovation. “When I took over Neverland, we had 18 FECs, and now we have 27, with plans to open two more in 2026,” she shares. Though the company previously peaked at 36 locations before the onset of the COVID-19 pandemic, Periales has scaled the business over the last decade, guided by a commitment to expanding Neverland’s market presence in key locations and regions.

These successes, however, have not been without their challenges. One of the most significant roadblocks occurred in 2015, when a devastating flood impacted Argentina. “It completely destroyed our headquarters. It took over two years to fully rebuild our infrastructure, all while maintaining operations and business continuity,” she says. More than a year of strict lockdowns during the peak of the COVID-19 pandemic also took a toll, and those pressures were compounded by Argentina’s economic and institutional volatility. “We operate in a highly unstable environment, with frequent regulatory changes, inflation, and shifting political landscapes,” Periales transparently shares. “This reality demands constant reinvention, as we continuously adapt to new challenges without losing sight of our long-term goals.”

Despite the constantly shifting priorities in response to challenges, one thing remains constant—Periales’ focus on providing positive guest experiences. During Funworld’s visit with Periales to a popular Neverland FEC in a Córdoba shopping mall, she steps aside from her work for a moment to speak with a young team member. They greet one another warmly, and Periales asks her to assist with getting a crack in the ceiling repaired. When asked about the interaction, Periales says, “I’m pretty picky and particular about quality.” She shares that she wants parents to feel that their children are playing in a safe, well-maintained space—and every small detail contributes to making a positive impression.

Periales lives up to her trailblazer reputation, developing entertainment concepts designed to appeal to broad age ranges. “We’ve diversified our offerings to meet evolving customer expectations—introducing innovative experiences, digital integrations, and a more sustainable approach across our operations,” she says. The Neverland Sport & Play concept targets tweens and teens, offering active, sports-oriented activities, while a gaming center—named G-Bunker—taps into the growing e-sports trend. “The space is entirely dedicated to e-sports, online gaming, streaming, and dance, and it’s tailored for a digitally native audience looking for immersive experiences,” explains Periales.

Periales also notes that, when it comes to designing or remodeling facilities, she loves to take a hands-on approach. “Designing new parks or remodeling the existing ones is my favorite part,” she says. An in-house team of designers and technicians often complete projects—but the company will sometimes work with external vendors if a project requires niche expertise. To maintain brand image, the Neverland design team adheres to detailed manuals that specify everything from signage guidance to color coordination. Adaptations are made only when necessary, such as for the Sport & Play concept, which now has its own separate color scheme and a distinct brand guide.

Aside from selecting paint colors and facility imagery, Periales is responsible for addressing a variety of high-stakes business considerations. When planning a new facility, Periales evaluates demographics, location size, competition, and local economic factors. Her facilities are also often strategically located within malls. Periales shares that many Argentinian families consider malls to be among the safest recreational environments within the country, so the placement of Neverland FECs in malls allows the company to leverage a crucial market. “We want to meet families where they are,” she explains.