After more than a decade working with WhiteWater, most recently as its chief experience officer, Franceen Gonzales is now the president of Legoland Florida Resort. Funworld caught up with Franceen about the best ways to navigate leadership and career shifts. Funworld’s conversation appears here condensed and edited for clarity.
How do you approach career navigation?
I’ve worn a lot of hats in my career and that’s likely one reason why Merlin Entertainments hired me. I’ve worked in safety, sales, marketing, tech services, and maintenance. When I talk to my director team, I think I’ve done almost every single one of their jobs before and that really has prepared me for this role.
A lot of young people think they need to be moving up the ladder versus moving sideways. I recall once I was choosing an aquatics director, and a young woman was very upset I didn’t pick her. “I want you to go into retail and learn that skill,” I told her, “Because in the future you’re going to be a general manager of a park. This other person is not. They’re going to be stuck in aquatics.” And, sure enough, one day, she became a GM, though she probably hated me at the time.
Do you have other advice for young professionals?
Find a mentor. Establishing a relationship with somebody you can learn from is hard if you are jumping from place to place. Moving for a title or money is not enough. It has to be about the scope of work, what you will learn and whether it will give you a longer runway in this business. Does the new company align with your values? If not, you won’t be happy.
As a young professional, think about making a move with the plan to stick around, so you learn and grow. At the same time, internally, we have to be mindful of making sure the rungs on the ladder are close enough to each other, so that people feel they have a progression.
How would you describe your approach to leadership?
I like to be bold. My team should feel confident that they can measure twice, cut once, and be bold going forward—growing not only the property, but themselves as well.
Aside from technical expertise, what supplier skills do you bring into your new role?
I’m a better operator because I was a supplier. I have a better understanding of what goes into developing a project. It’s not just going through a procurement process. It’s about relationships, trust, longevity, and service. When I was at WhiteWater, I had the opportunity to see lots of parks. I was also the chair of the global manufacturers and suppliers committee, so I developed relationships with other suppliers. Now that I’m back in a park, I know the manufacturers of my rides. I’m also a bridge for Merlin as it creates new relationships.
What is the biggest challenge in your new role?
There’s a lot of moving parts to this property. It’s a unique setting. You don’t want to just come in like a bull in a China shop, telling people what you think they need to do, without understanding first what you’re dealing with. Sometimes, I’ll ask the same question three different ways, so that I can validate what I’m really hearing before making decisions.
What do you think is the best way for staff to get to know a new leader?
Simply approach them and say, “Hello!” When people see me, especially young employees, I want them to see someone who is approachable and willing to listen.
Michael Switow highlights innovation, creativity and successful business models, along with the people driving the attractions industry. He is also a professional moderator and the co-author of business leadership books. Connect with him on LinkedIn.
- This original reporting from IAAPA News first appeared in Funworld magazine. For more stories and videos covering the global attractions industry and to read a digital version of Funworld magazine, click here.
