With two newly opened rides at Motiongate Dubai and a raft of
exciting projects in development, FORREC is riding the wave
of a pent up demand for shared experiences, says its CEO
Cale Heit has been president and CEO of FORREC since 2017 / Courtesy of FORREC
When Cale Heit took over as CEO of global entertainment design firm FORREC in 2017, he’d already been working for the company for 25 years. Heit joined as a landscape architect in 1993 and worked his way up through the ranks to lead the theme parks business, before taking the helm from former president and CEO Gordon Dorrett five years ago.
2022 has seen the opening of two new FORREC-designed attractions at Motiongate Dubai’s expanded Lionsgate Zone: the John Wick Open Contract 4D free-spin rollercoaster and Now You See Me: High Roller spinning rollercoaster. Last year’s projects included the opening of the Niagara Parks Power Station as an immersive tourist attraction – FORREC worked closely with the client team to repurpose the hydroelectric power plant as an attraction. As part of this ongoing project, Thinkwell Group created an immersive light show and Science North the exhibit design – both opened in January 2022. Further experiences will launch this summer.
Here, Cale Heit shares his insights with Attractions Management.
What trends do you see emerging in the attractions industry? We see a pent-up demand for transformational experiences connecting us all. Socialisation and shared experiences with family and friends among larger crowds are paramount to who we are as human beings. Experiences that allow for these interactions are critical as a shared community. We feel whole when we have opportunities to share joy, be in awe, learn, laugh, and cry.
We continue to hear the question regarding online versus in-person experiences. Why debate when I ask, “why can’t there be both?” Better integration of these two will lead to more immersive and repeatable experiences.
The online experience has jumped years ahead since the pandemic started. This includes how we live, work and play. There’s no going back, but rather moving forward with how we combine the new way of meeting our needs. The possibilities of increasing connections through in-person and online engagements can’t be overlooked.
However, opportunities to be in the moment is something we continue to be challenged to deliver and this has been exacerbated by the lines of life and work being blurred as we move towards a more flexible work environment.
What’s on your wishlist to visit in 2022? The list is long as we’re in an amazing growth period for attractions in our industry.
I’m excited to experience our work at Dubai Parks and Resort, especially the John Wick: Open Contract experience and ride (www.attractionsmanagement.com/JohnWick and www.attractionsmanagement.com/JohnWickfans) and the Now You See Me: High Rollers attractions at Motiongate. The entire team from DXBE, Lionsgate, consultants and the team at FORREC did an amazing job. The innovations at Area 15 are also high on my list to explore.
Universal Beijing is another one of our projects that I’m excited to experience once travel into China is easier.
Super Nintendo World is a must experience in Japan, and being a big Marvel fan, the Avengers Campus at Disneyland will be another go-to during the 2022 season.
What’s FORREC working on right now? We’re leading the visioning of various cultural attractions from greenfield in one case to an existing attraction in another. For the latter project, we’re working with the operations team to research, assess and make recommendations for upgrading the experience with added capacity and attracting a broader demographic.
In both of these attractions and in most of our work, the need for authentic experiences that truly represent the people, natural environment and social connections of that region are a key driver. Being sensitive to not impose biases on our work allows for more inclusive designs that reflect the culture, further bringing meaning and connections that allow the purpose of the attraction to be the star.
We’ve found that receiving input from stakeholders has never been more crucial whether through open forums or cultural representatives and speciality consultants. This research has come to be critical for the creation of experiences. As an example, we’re currently working together with an indigenous consultant to fully capture a non-colonial mindset for a cultural attraction.
Despite the limitations on travel, we’re active in Asia, including China, as well as North America, and have several projects in the MENA region, including KSA.
We’re also very excited to participate in the grand opening of LEGOLAND Korea Resort. Our long-standing partnership with Merlin has led to many successful projects and we’re immensely excited to share in the celebration with the LEGOLAND team.
What are your plans? To remain successful and grow as a company you must have a strong purpose, a visionary strategy, and propensity to set achievable goals.
I’m excited about providing creative, quality design and design management offerings to our clients through a broadening of our studio’s expertise and experience, and focusing on important, strategic partnerships.
Another great opportunity I see is aligning with the rapid changes in our industry. We’re experiencing a shift in the blurring and combining of project types, whether it be retail, attractions, or accommodation.
We’ve seen that standalone commercial centres, waterparks and theme parks which have been designed for one purpose are no longer as viable as they once were. Having a multi-sector approach with a lens on people-centric design is something we’re focused on.
How are you taking the FORREC legacy forward? Our legacy is based on five key pillars: hiring and retaining exceptional people, creating long-lasting relationships with our partners, staying creative and innovative, offering a breadth of design and design management services, and using our experience and know-how as subject matter experts to deliver the vision.
For each of these offerings, FORREC sets goals to build upon this great foundation. That said we will remain nimble to help us grow our business to reflect the hyper environment of constant change we continually face.
Our industry is one of the most dynamic and innovative in terms of creating experiences that connect and engage people. However, we cannot continue to achieve success in our attractions without considering three key factors that impact us greatly: inclusivity, sustainability, and talent.
These three factors are critical to the long-term success of the attractions industry and individual businesses; it will take a concerted and measured effort by all to create meaningful changes in these areas.
Read more from this issue of Attractions Management magazine
View contents of Attractions Management 2022 issue 1
Editor's letter: Supersensory
With our growing insight into how to engage visitors’ more complex senses, it’s time for a new approach, says Magali Robathan
Immersive experiences: Joseph Wisne
Truly ambitious attractions providers need to push the boundaries of immersive design by engaging visitors’ senses of pain, danger, balance, justice and more, argues Roto’s CEO
Interview: Esther Dugdale
As the Burrell Collection relaunches and Eden Qingdao takes shape, Event’s creative director shares her tips for creating experiences that spark joy and curiosity
The arts: Room to grow
Could the space age, ultra flexible design of the new Taipei Performing Arts Center provide a model for future attractions spaces?
Museums: Ones to watch
From an AI museum built by robots to the long-awaited Grand Egyptian Museum, we take a look at some exciting 2022 openings
Research: All of history
As demand for growing honesty in relation to links to slavery and colonialism grows, should attractions be open about their history? Jon Young investigates
Opinion: Vince Kadlubek
Art engages and delights visitors. Kadlubek argues that attractions should embrace and support artists and look for shared initiatives
Waterparks: Waves of change
As The Wave inland surf lake announces plans to open six more sites, we go along for a surf and a sit down with CEO Craig Stoddart
Experience economy: Joe Pine
Experience platforms represent one of the biggest growth opportunities in today’s experience economy, argues Joe Pine. Here’s how to get them right
Interview: Cale Heit
With new themed coasters open at Motiongate Dubai and some intruiging projects underway, Forrec is making the most of the pent up demand for shared experiences. CEO Cale Heit tells us more
With two newly opened rides at Motiongate Dubai and a raft of
exciting projects in development, FORREC is riding the wave
of a pent up demand for shared experiences, says its CEO
Cale Heit has been president and CEO of FORREC since 2017 / Courtesy of FORREC
When Cale Heit took over as CEO of global entertainment design firm FORREC in 2017, he’d already been working for the company for 25 years. Heit joined as a landscape architect in 1993 and worked his way up through the ranks to lead the theme parks business, before taking the helm from former president and CEO Gordon Dorrett five years ago.
2022 has seen the opening of two new FORREC-designed attractions at Motiongate Dubai’s expanded Lionsgate Zone: the John Wick Open Contract 4D free-spin rollercoaster and Now You See Me: High Roller spinning rollercoaster. Last year’s projects included the opening of the Niagara Parks Power Station as an immersive tourist attraction – FORREC worked closely with the client team to repurpose the hydroelectric power plant as an attraction. As part of this ongoing project, Thinkwell Group created an immersive light show and Science North the exhibit design – both opened in January 2022. Further experiences will launch this summer.
Here, Cale Heit shares his insights with Attractions Management.
What trends do you see emerging in the attractions industry? We see a pent-up demand for transformational experiences connecting us all. Socialisation and shared experiences with family and friends among larger crowds are paramount to who we are as human beings. Experiences that allow for these interactions are critical as a shared community. We feel whole when we have opportunities to share joy, be in awe, learn, laugh, and cry.
We continue to hear the question regarding online versus in-person experiences. Why debate when I ask, “why can’t there be both?” Better integration of these two will lead to more immersive and repeatable experiences.
The online experience has jumped years ahead since the pandemic started. This includes how we live, work and play. There’s no going back, but rather moving forward with how we combine the new way of meeting our needs. The possibilities of increasing connections through in-person and online engagements can’t be overlooked.
However, opportunities to be in the moment is something we continue to be challenged to deliver and this has been exacerbated by the lines of life and work being blurred as we move towards a more flexible work environment.
What’s on your wishlist to visit in 2022? The list is long as we’re in an amazing growth period for attractions in our industry.
I’m excited to experience our work at Dubai Parks and Resort, especially the John Wick: Open Contract experience and ride (www.attractionsmanagement.com/JohnWick and www.attractionsmanagement.com/JohnWickfans) and the Now You See Me: High Rollers attractions at Motiongate. The entire team from DXBE, Lionsgate, consultants and the team at FORREC did an amazing job. The innovations at Area 15 are also high on my list to explore.
Universal Beijing is another one of our projects that I’m excited to experience once travel into China is easier.
Super Nintendo World is a must experience in Japan, and being a big Marvel fan, the Avengers Campus at Disneyland will be another go-to during the 2022 season.
What’s FORREC working on right now? We’re leading the visioning of various cultural attractions from greenfield in one case to an existing attraction in another. For the latter project, we’re working with the operations team to research, assess and make recommendations for upgrading the experience with added capacity and attracting a broader demographic.
In both of these attractions and in most of our work, the need for authentic experiences that truly represent the people, natural environment and social connections of that region are a key driver. Being sensitive to not impose biases on our work allows for more inclusive designs that reflect the culture, further bringing meaning and connections that allow the purpose of the attraction to be the star.
We’ve found that receiving input from stakeholders has never been more crucial whether through open forums or cultural representatives and speciality consultants. This research has come to be critical for the creation of experiences. As an example, we’re currently working together with an indigenous consultant to fully capture a non-colonial mindset for a cultural attraction.
Despite the limitations on travel, we’re active in Asia, including China, as well as North America, and have several projects in the MENA region, including KSA.
We’re also very excited to participate in the grand opening of LEGOLAND Korea Resort. Our long-standing partnership with Merlin has led to many successful projects and we’re immensely excited to share in the celebration with the LEGOLAND team.
What are your plans? To remain successful and grow as a company you must have a strong purpose, a visionary strategy, and propensity to set achievable goals.
I’m excited about providing creative, quality design and design management offerings to our clients through a broadening of our studio’s expertise and experience, and focusing on important, strategic partnerships.
Another great opportunity I see is aligning with the rapid changes in our industry. We’re experiencing a shift in the blurring and combining of project types, whether it be retail, attractions, or accommodation.
We’ve seen that standalone commercial centres, waterparks and theme parks which have been designed for one purpose are no longer as viable as they once were. Having a multi-sector approach with a lens on people-centric design is something we’re focused on.
How are you taking the FORREC legacy forward? Our legacy is based on five key pillars: hiring and retaining exceptional people, creating long-lasting relationships with our partners, staying creative and innovative, offering a breadth of design and design management services, and using our experience and know-how as subject matter experts to deliver the vision.
For each of these offerings, FORREC sets goals to build upon this great foundation. That said we will remain nimble to help us grow our business to reflect the hyper environment of constant change we continually face.
Our industry is one of the most dynamic and innovative in terms of creating experiences that connect and engage people. However, we cannot continue to achieve success in our attractions without considering three key factors that impact us greatly: inclusivity, sustainability, and talent.
These three factors are critical to the long-term success of the attractions industry and individual businesses; it will take a concerted and measured effort by all to create meaningful changes in these areas.
Read more from this issue of Attractions Management magazine
View contents of Attractions Management 2022 issue 1
Editor's letter: Supersensory
With our growing insight into how to engage visitors’ more complex senses, it’s time for a new approach, says Magali Robathan
Immersive experiences: Joseph Wisne
Truly ambitious attractions providers need to push the boundaries of immersive design by engaging visitors’ senses of pain, danger, balance, justice and more, argues Roto’s CEO
Interview: Esther Dugdale
As the Burrell Collection relaunches and Eden Qingdao takes shape, Event’s creative director shares her tips for creating experiences that spark joy and curiosity
The arts: Room to grow
Could the space age, ultra flexible design of the new Taipei Performing Arts Center provide a model for future attractions spaces?
Museums: Ones to watch
From an AI museum built by robots to the long-awaited Grand Egyptian Museum, we take a look at some exciting 2022 openings
Research: All of history
As demand for growing honesty in relation to links to slavery and colonialism grows, should attractions be open about their history? Jon Young investigates
Opinion: Vince Kadlubek
Art engages and delights visitors. Kadlubek argues that attractions should embrace and support artists and look for shared initiatives
Waterparks: Waves of change
As The Wave inland surf lake announces plans to open six more sites, we go along for a surf and a sit down with CEO Craig Stoddart
Experience economy: Joe Pine
Experience platforms represent one of the biggest growth opportunities in today’s experience economy, argues Joe Pine. Here’s how to get them right
Interview: Cale Heit
With new themed coasters open at Motiongate Dubai and some intruiging projects underway, Forrec is making the most of the pent up demand for shared experiences. CEO Cale Heit tells us more
OMA has completed a major transformation of New York's New Museum, creating a larger
cultural campus that combines expanded exhibition spaces with learning, performance,
hospitality and public programming.
A US$50 million (£44.2 million, €51.2 million) transformation of Chicago's historic McCormick
Mansion has created a new destination that combines live magic, immersive theatre, dining and
private membership under one roof.
The Montana Historical Society has officially celebrated the opening of its new Montana
Heritage
Center, a US$107 million (£79 million, €92 million) destination that combines immersive
storytelling with cutting-edge audiovisual technology to bring the sta
San Antonio Zoo has reported a US$283 million economic impact for 2025, following a decade-
long transformation programme that has seen almost US$200 million invested into the Texas
attraction.
Plans for the AU$180 million redevelopment of Reef HQ Aquarium in Townsville, Australia, are
progressing, with the project set to transform the attraction into a global centre for reef
education and conservation.
Abu Dhabi-based investment firm Mubadala Capital has made a binding, fully financed
€1 billion
offer to acquire Pierre and Vacances SA, the European holiday resort operator behind the
continental European Center Parcs business.
Disney has reaffirmed its commitment to investing US$30 billion in its US parks and cruise
business by 2033, using new America250 celebrations to underline the role its attractions play
in supporting jobs, tourism and economic growth.
Expo 2030 Riyadh is being planned as a permanent visitor destination, with organisers
confirming the six-million-square-metre site will become a Global Village after the event closes.
The owner of one of Australia's best-known waterparks has acquired a major competitor,
creating a new attractions business spanning two of the country's largest visitor destinations.
The Toverland theme park in the Netherlands has announced a €98m expansion programme
that will add a resort, new attractions and staff facilities as it pursues plans to become a multi-
day destination.
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