Thought Leadership: Denise Beckson

Denise Beckson’s start in the attractions industry began at a young age. “I kicked off my career at Morey’s Piers at just 14, working a seasonal job in admissions,” she says.

From there, she worked her way up through lifeguard, supervisor, and trainer roles. After earning her master’s degree, she moved into full-time management and eventually became director of water parks, overseeing Morey’s two beachfront locations in New Jersey.

She describes herself as a fixer—someone who steps in, identifies opportunities, and adds value wherever needed. This mindset led her through a range of departments, from water parks to human resources, food and beverage, and ultimately, to her current position as vice president, chief administrative and external affairs officer, where she oversees HR, compliance, legal matters, and public affairs.

“I encourage others to look beyond what’s directly in front of them,” Beckson says. “Opportunities can be adjacent, behind, or off to the side—you just have to be open to seeing them.”

Advocacy Through Storytelling and Relationship-Building

One of Beckson’s key skillsets involves her work in public affairs and advocacy. For her, effective engagement with policymakers is all about building trust and staying proactive. “The goal is to become a trusted resource—someone legislators recognize and can turn to for insights, not just during times of crisis but consistently over time,” she explains.

Beckson emphasizes that advocacy isn’t only about data and policy briefs; it’s about telling stories that bring the numbers to life: “I’ve found success in sharing real-world examples from the park—how a piece of legislation affects the lifeguard on their first job, or how a regulation impacts the flow of international workers through the BridgeUSA Summer Work Travel program.”

Leadership That Listens and Empowers

At the heart of Beckson’s leadership approach is a simple but powerful principle. “Leadership is all about creating a culture of trust, growth, and open communication—and it starts with one simple thing: listening. Really listening.” Beckson believes in actively seeking out conversations, stepping away from the desk, and engaging deeply with team members.

She prioritizes aligning team strengths with company goals, celebrating wins, and creating an environment where people feel ownership over their work. “Supporting people both professionally and as individuals builds stronger relationships, fosters growth, and keeps motivation high,” she adds.

The Art of Seasonal Staffing

Running a seasonal amusement park brings unique staffing challenges, and Beckson tackles them strategically while keeping the best interests of team members in mind. “Seasonal staffing isn’t just a scramble to fill shifts—it’s a strategic, people-first operation powered by connection, creativity, and a lot of heart.”

Since Morey’s Piers employs many teenagers who are often working their first job, Beckson recognizes the significance of providing a positive start to a new stage of life. “We’re not just teaching them how to clock in or to use the cash register—we’re helping shape their confidence, work ethic, and early view of professional life,” Beckson shares with pride.

Successful seasonal operations require early forecasting, robust recruiting pipelines, and meaningful onboarding. Beyond hiring, Beckson focuses on creating a culture that’s fun, inclusive, and supportive, ensuring seasonal employees feel they belong from day one.