Vordenkerrolle: Eddie Hamman

At Andretti Indoor Karting & Games, Eddie Hamann believes growth extends beyond business metrics to the people who power the brand. As managing member, he has built a culture rooted in mentorship, opportunity, and mission-driven purpose. In a conversation with Funworld, Hamann shares how investing in employees and communities fuels loyalty, innovation, and long-term success.

How is your FEC a developer of people?

At Andretti Indoor Karting & Games, we view ourselves not only as an entertainment company but also as a training ground for future leaders. We develop people by giving them opportunities to grow through cross-training, mentorship, and structured leadership development. Many of our leaders started in hourly roles and advanced into management. We believe that Andretti should be a place where employees can sharpen their skills, gain confidence, and build careers, not just jobs.

Why have you decided to invest in your employees?

Our team members are the heartbeat of the brand. Guests remember the friendliness of their server, the energy of the track crew, and the attentiveness of our event associates just as much as they remember the attractions themselves. By investing in our team members with training, growth opportunities, and recognition, we create a team that is motivated and engaged. That investment pays back in loyalty, guest satisfaction, and ultimately, stronger performance for the business.

Your attraction seems more like a mission than a business. Has this served you well?

We have always believed Andretti Indoor Karting & Games is about creating memorable experiences that bring families, friends, and teams closer together. When you treat the business as a mission to bring joy and connection to people’s lives, it elevates the entire culture. That approach attracts team members who believe in something bigger, and it resonates with guests who feel the difference in the level of care we put into every interaction.

How can attractions and suppliers develop a work culture that is rewarding for all?

It starts with mutual respect. Attractions and suppliers both play critical roles in the guest experience. By being transparent, collaborative, and consistent, you can build relationships where both sides feel like true partners. Internally, fostering recognition, providing advancement opportunities, and maintaining a healthy work-life balance are keys to ensuring a culture that feels rewarding to team members at all levels.

How do you select new markets to move into and construct a new facility?

We carefully analyze demographics, market demand, and complementary entertainment in the area. We look for regions where families and young professionals are underserved in terms of high-quality entertainment options. Beyond data, we also consider community fit, how our brand can contribute to and thrive within the local culture. We strive to find communities that share our values, which are God, family, work—in that order. Once we decide on a market, we approach construction with the mindset of creating not just a building, but a destination that can serve the community for years to come.