Pursuit Attractions and Hospitality Strategy and Business Model

Executive Overview

Pursuit is an experiential travel and leisure company built around attractions, lodges, tours, and ancillary hospitality businesses in high-traffic scenic destinations. As of 2024, its operating footprint spans the Canadian Rockies, Glacier National Park-area tourism markets, Alaska, Iceland, and a smaller set of urban attraction locations through the FlyOver brand. The core strategic idea is not simply to sell a hotel room or a single ticket. Pursuit aims to control multiple parts of the visitor journey in places where supply is naturally constrained: marquee attractions, lodging, food and beverage, retail, and sightseeing. That mix can raise guest spending, length of stay, and returns on destination-level marketing.

The company is headquartered in Phoenix, Arizona. Its public-company roots trace back to Greyhound and later Viad, but the modern Pursuit platform was assembled mainly over the last decade through acquisitions, new attraction development, and portfolio repositioning. In FY2023, the last full year publicly reported before the company completed its shift toward a pure-play attractions-and-hospitality model, the Pursuit business generated more than $400 million of revenue. That makes Pursuit less a conventional hotel company than a curated destination-asset operator focused on scarce, experience-led tourism demand.

Pursuit at a Glance

Logo
Common name	Pursuit
Full legal name	Pursuit Attractions and Hospitality, Inc.
Headquarters	Phoenix, Arizona, United States
Ownership	Public company
Ticker	PRSU
Exchange	NYSE - New York Stock Exchange
Market Cap	$1.43B
Revenue (FY2024)	#N/A
Founding / major historical milestones	Public-company roots trace to Greyhound; Viad was formed in 1996; the core Pursuit travel portfolio was assembled from 2014 onward; the company later repositioned around the Pursuit attractions-and-hospitality business.
Industry or industries	Experiential hospitality, leisure attractions, lodging, tourism
Key products or services	Attraction admissions, hotel and lodge stays, sightseeing tours, food and beverage, retail, destination packages
Geographic footprint	United States, Canada, and Iceland, with concentration in iconic destination markets
Business segments as officially reported	One reportable operating business centered on Pursuit; operationally the portfolio spans attractions and hospitality assets
Company website	https://www.pursuitinc.com/

1. What Is the Strategy of Pursuit?

Based on the company’s FY2023 reporting and 2024 transition materials, Pursuit’s strategy is to build a focused portfolio of attraction and hospitality assets in iconic destinations where new supply is difficult to add and where a well-curated guest journey can support premium pricing. Public materials consistently point to a combination of organic growth, selective development, and disciplined portfolio shaping rather than a mass-market hotel roll-up strategy.

1a. What is the winning aspiration of Pursuit?

Pursuit’s winning aspiration appears to be becoming a high-quality, pure-play experiential hospitality company that earns superior returns from scarce destination assets. In practical terms, winning means increasing guest spend, room economics, attraction attendance, and Adjusted EBITDA while shifting the company away from lower-multiple, less-synergistic businesses. As of 2024, management’s public framing emphasized value creation through focus, portfolio simplification, and high-return growth projects more than a single public market-share target.
1b. Where does Pursuit play?

Pursuit plays in leisure travel markets where demand is driven by destination appeal, not commodity accommodation alone. Its preferred arenas are iconic outdoor destinations and high-tourist urban attraction sites. Geographically, that has meant the Canadian Rockies, Glacier-area tourism markets, Alaska, Iceland, and selected urban markets for FlyOver. In customer terms, it focuses mainly on leisure travelers, tour operators, and other travel-trade channels rather than business travel or convention demand.
1c. How does Pursuit plan to win?

Pursuit plans to win by owning or controlling distinctive experiences in places with inherent scarcity, then layering hospitality and ancillary services around those experiences. Its formula is to combine strong destination assets, differentiated attractions, disciplined revenue management, and cross-selling across the trip. Inference from public disclosures suggests the company’s real edge is the pairing of high-appeal attractions with nearby lodging and guest-spend opportunities. That can make each destination cluster more valuable than a standalone hotel or standalone ticketed attraction.
1d. What capabilities must Pursuit have in place?

To execute this strategy, Pursuit needs capabilities in destination-asset sourcing, attraction development, seasonal operations, hospitality management, digital demand capture, and pricing. It also needs to manage concessions, leases, permits, and stakeholder relationships in environmentally sensitive or highly regulated tourism markets. Because many assets operate in short peak seasons and remote locations, labor planning, maintenance readiness, and pre-season procurement are unusually important capabilities.
1e. What management systems does Pursuit require?

Pursuit requires management systems that reinforce capital discipline and operating consistency across a dispersed portfolio. These likely include property-level revenue management, occupancy and ticket-yield tracking, guest-satisfaction monitoring, safety and compliance systems, and rigorous capital-allocation reviews for new builds and refresh projects. As of 2024, balance-sheet management also appeared central, especially as the company repositioned itself around the Pursuit business and sought flexibility for future investment.

2. What Are the Current Strategic Initiatives of Pursuit?

Becoming a focused, pure-play experiential hospitality company

The most important strategic initiative in 2023 and 2024 was the separation from GES, the company’s former events-services business. That move simplified the portfolio and sharpened management attention on attractions and hospitality. Strategically, this matters because Pursuit’s economics, capital needs, seasonality, and valuation logic are very different from those of trade-show services.

Expanding the FlyOver platform

Pursuit has been using FlyOver as a growth platform beyond traditional national-park and lodge assets. As of 2024, FlyOver already operated in Vancouver, Las Vegas, and Iceland, and the company had also announced expansion into Chicago. This initiative matters because FlyOver gives Pursuit a replicable attraction format that can be placed in dense tourist markets and can diversify the business beyond purely seasonal outdoor destinations.

Refreshing and upgrading the existing portfolio

Management has long described a growth playbook that includes refreshing existing assets, building new experiences, and selectively buying additional ones. In practice, that means renovating lodges, improving food-and-beverage and retail capture, enhancing guest flow, and adding higher-yield experience layers at existing destinations. For a company with scarce-location assets, modest operational and physical upgrades can materially lift rate, mix, and guest satisfaction.

Using pricing and revenue management to drive yield

Another active initiative is better monetization of demand through pricing, inventory control, and mix management. For Pursuit, this applies both to room nights and to ticketed attractions. In strong tourism markets, revenue management can improve average daily rate, ticket yield, and package economics without requiring large new capacity additions.

Increasing direct booking and cross-selling

Pursuit’s portfolio is better positioned when guests book directly, buy bundles, and move across multiple company-owned experiences within the same destination. Public materials suggest management sees this as an important value lever because direct bookings improve margin, strengthen data capture, and reduce dependence on intermediaries. Cross-selling also raises the lifetime value of a trip even if each individual consumer visits only occasionally.

Maintaining flexibility for selective M&A and development

As of 2024, management’s portfolio strategy still appeared open to selective acquisitions and greenfield or brownfield development, particularly where new assets would fit existing destination clusters or broaden the FlyOver network. The constraint is capital discipline: the company needs to balance growth ambition with leverage, seasonality, and the inherently long-dated payback periods of major attractions and destination lodging.

3. What Is the Business Model of Pursuit?

Pursuit’s business model is transactional and experience-based rather than subscription-based. Customers buy attraction tickets, hotel and lodge room nights, sightseeing tours, food and beverage, retail items, and destination packages. The business is not recurring in the software sense, but it is repeat-driven at the portfolio level because iconic destinations generate fresh cohorts of visitors each year and travel-trade partners can produce recurring volume.

The mix between attractions and hospitality is important. Attractions often provide strong differentiation and, in many cases, attractive incremental margins once fixed infrastructure is in place. Lodging tends to be more operationally complex and labor intensive, but it captures a larger share of trip spend and can extend length of stay. Food, beverage, retail, and tours are add-on revenue streams that improve total guest economics.

What customers actually buy: admissions, room nights, bundled travel experiences, sightseeing, dining, and retail.
Recurring versus one-time: mostly one-time purchases per trip, but supported by annually recurring tourism flows and repeat travel-trade relationships.
Pricing power: derived from scarce locations, distinctive experiences, and limited nearby supply, though still constrained by macro travel demand, weather, and consumer discretionary spending.
Margin drivers: occupancy, average daily rate, ticket yield, visitation, per-capita ancillary spend, labor productivity, and fixed-cost leverage during peak seasons.
Cash generation: shaped by seasonality, pre-season working capital and maintenance, and capital spending on asset refreshes and new experiences.
Revenue model: pay-per-use for attractions and tours, nightly pricing for lodging, and transactional ancillary sales.

4. What Products and Services Does Pursuit Sell?

Pursuit sells a mix of attraction experiences and destination hospitality. As of 2024, the most strategically important offerings were those that combined iconic scenery, differentiated visitor experiences, and nearby lodging or ancillary spending opportunities.

Attractions: marquee paid experiences such as Banff Gondola, Columbia Icefield Adventure, FlyOver venues, and Sky Lagoon. These assets are central to the brand and often the most differentiated part of the portfolio.
Lodging: hotels, lodges, and cabins in key tourism markets in Canada, Montana, and Alaska. Lodging broadens share of wallet and can improve trip capture when paired with attractions.
Sightseeing tours and transportation: guided or packaged experiences that help visitors navigate destination markets and add curated, bookable products around the core stay.
Food, beverage, and retail: restaurants, cafés, gift shops, and other on-site spending opportunities tied to attractions and hotels.
Packages and bundled itineraries: multi-experience combinations that can raise conversion and increase revenue per visitor.

In economic terms, lodging likely accounts for a meaningful share of revenue, while signature attractions may carry outsized strategic importance because they create destination pull, support premium positioning, and feed cross-selling into hotels, tours, and on-site spend.

5. What Are the Key Competitors or Closest Peers of Pursuit?

Pursuit does not have a single perfect public-company comparator. Competition is highly asset-specific and local, especially in national-park and gateway tourism markets. The closest peers are destination operators, parks-and-resorts concessionaires, and attraction platforms.

Xanterra Travel Collection: A major operator of lodging, tours, and transportation in and around U.S. national parks. This is one of the closest peers for the national-park and destination-hospitality model.
Aramark Destinations: Operates lodging and visitor services in parks and recreation destinations. Relevant in concession-style hospitality and park-adjacent operations.
Delaware North Parks and Resorts: Private operator with experience in destination hospitality, food service, and visitor services in tourism locations.
Merlin Entertainments: A global attractions company. Not a direct peer in destination lodging, but relevant for urban, ticketed, experience-led attractions such as FlyOver.
Vail Resorts: More ski-centered and pass-driven than Pursuit, but a useful comparable for premium destination operations, pricing, and guest-spend capture in scarce leisure markets.
City Experiences (Hornblower Group): Relevant as a peer in paid tourism experiences in major visitor markets, especially where leisure budgets are being allocated across attractions.
Local hotel operators and chains in gateway markets: In Banff, Jasper, Alaska, Montana, and similar destinations, direct lodging competition often comes from local independent hotels and branded chain properties rather than a single national rival.

The important point is that Pursuit competes less on scale alone and more on location quality, destination relevance, guest experience, and the ability to package multiple experiences in a single trip.

6. What Is the Marketing Strategy of Pursuit?

Pursuit’s marketing strategy appears to be destination-led and performance-oriented. Because the company operates in iconic leisure markets, demand generation depends heavily on travel intent, search visibility, conversion, and inspirational content rather than broad national brand advertising. Marketing therefore likely combines strong digital performance marketing, destination storytelling, search engine optimization, email and lifecycle marketing, and partnerships with travel-trade and destination-marketing organizations.

Brand still matters, but mostly as a trust and curation signal. The umbrella idea behind Pursuit Collection is that guests are buying a memorable, well-curated trip rather than a commodity room. That said, marketing is probably a supporting capability more than the core differentiator. The underlying draw is the quality and scarcity of the assets themselves. The real marketing challenge is capturing demand efficiently, improving direct mix versus intermediary channels, and cross-selling additional experiences once a traveler has entered the company’s ecosystem.

7. What Are the Key Customer Segments of Pursuit?

Independent leisure travelers: Couples, families, and small groups planning vacations in iconic destinations are the core customer base.
International inbound travelers: Visitors to the Canadian Rockies, Iceland, and other marquee destinations are an important demand source, especially in normal travel conditions.
Travel-trade customers: Tour operators, wholesalers, travel advisors, and packaged-tour partners help fill rooms and attractions, particularly in destination markets with international visitation.
Urban attraction visitors: FlyOver and similar assets also attract day visitors, tourists staying elsewhere, and local or regional consumers seeking a premium attraction experience.
Group and specialty travelers: School groups, affinity groups, and other organized travel cohorts can matter in certain markets, though they appear less central than leisure FIT and travel-trade demand.

Overall, Pursuit is diversified across traveler types but remains structurally dependent on discretionary leisure demand and the health of destination tourism markets rather than corporate travel or government spending.

8. What Is the Sales Model of Pursuit?

Pursuit sells through a mix of direct and indirect channels. Direct channels include company websites, property-level booking engines, direct attraction ticketing, and on-site sales. Indirect channels include online travel agencies, travel advisors, wholesalers, tour operators, and other destination partners. In some markets, walk-up or short-lead bookings are meaningful; in others, especially international or packaged travel, bookings may come through the travel trade further in advance.

This channel structure matters strategically. Direct sales improve margin, data visibility, and cross-sell potential. Third-party channels expand reach, especially for international travelers and guests who begin with destination rather than brand awareness. The best economics likely come when Pursuit captures the initial booking directly and then sells the guest multiple experiences across the stay.

9. In What Geographies Does Pursuit Operate?

As of 2024, Pursuit operated in a concentrated set of tourism markets rather than a broadly global network. Its footprint is meaningful in three countries, with especially strong clustering in destination regions.

Canada: The Canadian Rockies are a core operating area, including Banff and Jasper-related assets and attractions, along with urban presence through FlyOver Vancouver.
United States: The company has operations tied to Glacier-area tourism, Alaska destination hospitality, and urban attraction exposure through Las Vegas; 2024 materials also pointed to expansion in Chicago.
Iceland: Pursuit operates FlyOver Iceland and Sky Lagoon in the Reykjavík market, giving it a foothold in a high-profile international tourism destination.
Corporate support: Corporate headquarters and central functions are based in Phoenix, Arizona.

The business is geographically diversified enough to avoid single-asset dependence, but it is still concentrated in a limited number of iconic tourism markets. That concentration is a strength when those markets are strong, but it also exposes the company to local weather, wildfire, regulatory, and travel-disruption risks.

10. Who Are the Owners of Pursuit?

Pursuit is a publicly traded company. As of 2024 public filings, no controlling shareholder was disclosed. Ownership appeared to be largely institutional and dispersed, with large asset managers and other small-cap investors making up much of the register. In public-company terms, that usually gives management meaningful operating flexibility, but it also means the company is judged heavily on capital allocation, execution, and the credibility of its portfolio strategy.

11. How Is Pursuit Organized?

At a practical level, Pursuit appears to be organized as a portfolio of destination businesses overseen by a corporate center. Following the separation from GES, the company’s reporting became centered on Pursuit as the principal operating business, but the portfolio itself is naturally split between attractions and hospitality assets.

Destination collections: Canada, Glacier-area assets, Alaska, and Iceland each function as operating clusters with local management needs.
Platform brand: FlyOver operates as a multi-site attraction concept with shared brand and development logic across locations.
Corporate functions: Finance, capital allocation, development, marketing, revenue management, human resources, and legal/compliance are likely centralized or coordinated from the corporate level.
Property-level operations: Hotels, lodges, restaurants, and attractions still require site-specific leadership because the day-to-day operating realities differ sharply by season and location.

12. How Does Pursuit Operate?

Pursuit operates by sourcing demand for destination experiences, converting that demand into room nights and attraction visits, and then capturing additional guest spend on property. Day to day, that means managing reservations, front-desk and guest-services operations, attraction ticketing, ride throughput, housekeeping, food-and-beverage service, retail, maintenance, transportation, and local staffing.

The operational complexity is higher than it may appear from the outside. Many assets are in remote or highly seasonal locations, so management must recruit and house staff, stage inventory before peak periods, complete maintenance within narrow windows, and keep guest-facing systems running reliably during concentrated summer demand. Weather, wildfire, transportation access, and public-land operating constraints can all affect service delivery. For FlyOver and other attraction-heavy assets, uptime, guest flow, and safety protocols are especially important because missed capacity cannot always be recovered later in the day or season.

13. What Are the Growth Opportunities for Pursuit?

New attraction development: FlyOver offers Pursuit a repeatable growth vehicle in tourist-heavy urban markets, potentially expanding beyond its existing locations.
Yield improvement at existing assets: Better pricing, packaging, direct booking, and ancillary spend capture can raise returns without major new capacity.
Portfolio refreshes: Renovations and experience upgrades can support higher rates and stronger guest satisfaction in existing destination clusters.
Selective M&A: Acquiring adjacent lodges, tours, or attractions in iconic destinations could deepen market position and improve cross-sell economics.
Longer stays and shoulder-season demand: Programming, packaging, and better marketing could help Pursuit monetize more of the year in markets that are now highly seasonal.
International tourism normalization: In markets with strong inbound demand, fuller recovery in long-haul travel can support occupancy and attraction volumes.

The main constraints are also clear: regulatory limits on building in protected destinations, labor availability, weather and climate-related disruption, high capital intensity for new attractions, and the discretionary nature of leisure spending. Pursuit’s growth opportunity is meaningful, but it is not unconstrained.

14. What Is the History of Pursuit?

The current company traces its roots to the public-company lineage that began with Greyhound. The predecessor business emerged in the early twentieth century and was associated with Carl Eric Wickman’s bus enterprise; The Greyhound Corporation was established in 1926. In 1996, the company took the Viad name, reflecting a portfolio that had evolved far beyond intercity bus travel.

1996: Viad became the corporate identity for the public company.
2014: Viad acquired Brewster Travel Canada and Glacier Park, Inc., a major step in building the modern destination-travel portfolio that later became Pursuit.
Late 2010s to early 2020s: The company expanded its attraction footprint, including the FlyOver platform and Iceland assets, while continuing to develop destination hospitality capabilities.
2023 to 2024: Management moved to separate the GES events-services business and reposition the remaining company around attractions and hospitality, creating the basis for today’s Pursuit identity.

The history matters because Pursuit is not a startup tourism brand. It is the outcome of a long public-company evolution away from unrelated businesses and toward a narrower, more coherent experiential hospitality strategy.

15. What Are the Key Suppliers to Pursuit?

Suppliers matter to Pursuit because many of its properties operate in remote or highly seasonal destinations where service interruptions are costly and replacement options may be limited. Public filings do not heavily disclose individual suppliers, so the more useful way to understand supplier exposure is by category.

Food, beverage, and hospitality consumables: Restaurant ingredients, beverages, linens, guest amenities, cleaning supplies, and retail merchandise are essential for hotel and attraction operations.
Attraction equipment and maintenance vendors: Specialized vendors support ride systems, lift or conveyance infrastructure, audiovisual systems, projection equipment, and spare parts for complex attractions such as FlyOver.
Construction and capital-project contractors: Pursuit depends on contractors and skilled trades for renovations, attraction build-outs, and seasonal maintenance shutdowns.
Technology providers: Reservation systems, property-management systems, ticketing, payments, and digital distribution tools are important service partners even if not always presented as classic suppliers.
Logistics, transportation, and fuel providers: Remote lodges and destination assets require dependable inbound delivery and operating support.

Strategically, supplier structure matters less because of dependence on one named vendor and more because remote-location reliability, short operating windows, and maintenance uptime make continuity crucial.

16. What Are the Key Brands Owned by Pursuit?

Branding is meaningful for Pursuit because guests often buy a curated destination experience, not just a room or ticket. The company’s main brands also help segment different demand types across outdoor destinations and urban attractions.

Pursuit Collection: The umbrella brand for the company’s broader portfolio of travel experiences. It signals curated, experience-forward hospitality in iconic places.
FlyOver: The company’s immersive attraction platform, positioned around premium, cinematic flying-ride experiences in tourist-heavy markets.
Banff Jasper Collection: A destination brand tied to attractions, tours, and lodging in the Canadian Rockies.
Glacier Park Collection: Lodging and tourism experiences in and around Glacier-related travel markets.
Alaska Collection: Hospitality and experiences serving Alaska leisure travelers.
Sky Lagoon: A premium geothermal-lagoon experience in Iceland, positioned as a high-quality attraction rather than generic thermal bathing capacity.

For Pursuit, branding is not mere packaging. It helps organize guest demand by destination and experience type, supports digital conversion, and enables cross-property selling.

17. How Does the Supply Chain of Pursuit Function?

Pursuit’s supply chain is shaped by seasonality and remoteness more than by manufacturing complexity. Many assets must be provisioned for a short peak season, often in destinations with limited local sourcing depth and weather-sensitive transport access. That makes planning and reliability more important than lowest-unit-cost purchasing.

Pre-season staging: Hotels, restaurants, shops, and attractions often need inventory, spare parts, and maintenance work completed before peak traffic arrives.
In-season replenishment: Food, beverage, guest supplies, retail items, and maintenance materials must be delivered consistently during busy periods when service failures are visible and costly.
Capital-project timing: Renovations and asset refreshes must fit around weather windows, contractor availability, and operating calendars.
Attraction uptime support: Specialized attractions require parts availability and technical-service coordination to reduce downtime.
Sustainability and compliance: In protected or environmentally sensitive settings, waste handling, transport, and supplier practices can carry added operational importance.

For Pursuit, a good supply chain is not just a procurement function; it is part of the guest experience because stockouts, maintenance delays, or delivery failures can directly reduce capacity and revenue in a compressed season.

18. What Are the Key Assets of Pursuit?

Pursuit is meaningfully asset-heavy. Its competitive position depends on physical destination assets and operating rights that are difficult to replicate quickly.

Scarce-location rights: Leases, permits, concessions, and access rights in iconic destinations are among the company’s most valuable strategic assets.
Lodges and hotels: Physical room inventory in supply-constrained tourism markets can be hard to replace and often benefits from strong local pricing dynamics.
Signature attractions: Gondolas, sightseeing experiences, immersive theaters, and other attraction infrastructure create differentiation and destination pull.
Urban FlyOver venues: These combine real estate, custom-built attraction systems, and original content production into replicable but still capital-intensive assets.
Destination clusters: The value is often greater at the cluster level than at a single property because multiple assets support cross-sell and trip capture.

Asset intensity raises barriers to entry, but it also increases the importance of capital allocation, maintenance, seasonality management, and return discipline.

19. What Is the Technology Strategy of Pursuit?

Pursuit is not a software company, but technology is central in two ways: it is part of the customer offering in attraction formats such as FlyOver, and it is an internal enabler for booking, pricing, and operations. The customer-facing side includes immersive ride systems, projection and audiovisual technology, digital ticketing, and online trip planning. The internal side includes reservations, property-management systems, revenue management, channel distribution, payments, and data tools that help the company manage occupancy and yield.

As an inference from public strategy materials, the most important technology priority is probably not invention for its own sake. It is using technology to improve throughput, direct booking, pricing precision, and guest personalization while maintaining attraction reliability. For Pursuit, technology is valuable when it lifts guest conversion or expands the appeal of a differentiated experience platform such as FlyOver.

20. What Is the Finance Strategy of Pursuit?

As of 2024, Pursuit’s finance strategy appeared centered on three linked priorities: simplify the portfolio, protect the balance sheet, and invest selectively behind high-return growth. The separation from GES was financially important because it made the company easier to understand and potentially easier to value as a focused experiential-hospitality business.

Deleveraging and liquidity: Management signaled that balance-sheet flexibility mattered, especially given the company’s seasonality and capital needs.
Reinvestment in the portfolio: Capital is likely directed first toward attractive refresh and build projects within existing assets where returns are easier to underwrite.
Selective external growth: Once leverage and liquidity are comfortable, tuck-in acquisitions in iconic destinations can fit the model.
Seasonal cash discipline: Off-season periods require careful working-capital and maintenance planning because cash generation is concentrated in peak travel months.

Pursuit’s finance function therefore does more than report results. It plays a strategic role in pacing growth, evaluating projects, and ensuring the company does not overextend itself in an asset-intensive leisure business.

21. What Major Acquisitions Has Pursuit Made?

Acquisitions have mattered to Pursuit, but the company does not look like a serial roll-up. Its approach has been more selective and portfolio-shaping than highly acquisitive.

Brewster Travel Canada and Glacier Park, Inc. (2014): This was the defining acquisition set behind the modern Pursuit portfolio. It gave the company a meaningful presence in iconic Canadian and U.S. destination markets and created the base for future clustering.
Subsequent portfolio build-out: Later expansion has included a mix of asset additions, attraction development, and destination clustering rather than a rapid sequence of large public deals.
FlyOver and Iceland growth: These illustrate that Pursuit grows not only through acquisitions but also through development and platform replication.
GES divestiture: While not an acquisition, the announced sale of GES in 2023 and the resulting repositioning in 2024 were arguably more strategically important than any recent purchase because they reshaped the company into a focused attractions-and-hospitality operator.

The pattern suggests that M&A is a tool for building destination density and capability, not an end in itself.

22. How Companies Like Pursuit Leverage Independent Consultants through Umbrex

Companies like Pursuit use Umbrex when they need highly experienced consulting talent without hiring a full traditional consulting team. Umbrex has built a global community of more than 8,000 independent management consultants across more than 50 countries, including alumni of McKinsey, Bain, BCG, and other top firms. For a company like Pursuit, that model is especially relevant when management needs targeted help on portfolio strategy, destination economics, operations, technology, or post-separation execution.

Portfolio strategy work to refine where Pursuit should invest, hold, refresh, or exit across attractions, lodges, and destination clusters.
Commercial due diligence and market screening for potential acquisitions in iconic travel markets or adjacent hospitality assets.
Business-case development and site-selection analysis for new FlyOver or other attraction concepts in urban tourist markets.
Revenue-management redesign for ticket pricing, room rates, package bundling, and shoulder-season demand stimulation.
Direct-booking and channel-mix optimization, including OTA strategy, travel-trade economics, and digital-conversion improvements.
Guest-journey redesign to increase ancillary revenue from food and beverage, retail, tours, and multi-asset cross-selling.
Seasonal operating-model improvement, including staffing plans, labor productivity, housing strategies, and peak-season readiness.
Post-divestiture corporate-function redesign, including SG&A benchmarking, organization design, and shared-services optimization.
Technology and ERP roadmap work for reservations, property-management systems, reporting, and portfolio-wide data integration.
Analytics and AI pilots for demand forecasting, labor scheduling, guest segmentation, and personalized offer management.