I'm Logan — a Customer Success professional in attractions and theme-park SaaS. I help enterprise operators onboard, adopt, and actually get value from tools that touch safety, uptime, and the daily reality of running rides. Fewer stalled rollouts, shorter queues, more airtime.
I started out where the guests are: in ride and attraction operations, learning that a great day at a park is really thousands of small, boring things going right in a row. That's still the lens I bring to Customer Success — software is only as good as the operation it disappears into.
Today I'm a Senior Customer Success Manager in attractions and theme-park SaaS, working with enterprise operators on onboarding, implementation, and long-term adoption. I sit between the customer and the product: turning messy real-world operations into clean configuration, and turning customer reality back into something the people who build the software can act on.
I'm happiest turning a chaotic rollout into a documented, repeatable process — the kind an operator can run at 9am on a Saturday without calling me. I like AI where it removes toil, documentation people actually read, and support that gets faster every quarter instead of just bigger.
— Logan
The work I'm reliably good at — the stuff that keeps a rollout moving and a customer glad they signed.
I take enterprise operators from signed contract to confidently live — mapping their real operation to the product, sequencing the rollout, and making the first 90 days feel like a track with a clear layout ahead, not a leap in the dark.
I build support that scales down as it scales up: triage that routes the right issue to the right place, response times that trend down, and a queue that never becomes someone's entire afternoon.
Runbooks and help centers written for the person mid-shift, not the person mid-meeting. If a doc can prevent a ticket, it should — and it should be findable in about ten seconds.
I use AI where it earns its keep: deflecting the repetitive, drafting the first reply, summarizing the thread, and surfacing the answer that's already in the knowledge base — without pretending a bot is a person.
I hunt down the step everyone dreads, the handoff that keeps dropping, the recurring "quick question," and I redesign around it. Boring, repeatable and measurable beats heroic every single time.
I'm the customer's voice in product, sales and engineering rooms — and the company's honest voice back to the customer. Good CS is mostly translation, done carefully in both directions.
From the ride-operations booth to enterprise SaaS — the same obsession with uptime, throughput and doing the boring things well.
Own enterprise customer relationships for an operations platform used across theme parks, attractions and family-entertainment centers — the software behind ride operations, safety checklists, inspections and staff competencies.
Grew from front-line support into full account ownership — learning the product deeply enough to configure it, teach it, and defend the customer's day-to-day operation.
Before the software, the midway. Time spent in live attraction operations — dispatching rides, running crews, and handling the guest moment when something goes sideways — which is still the reason I care about uptime, throughput and safety more than a dashboard ever could.
// A few markers of the work. Numbers are illustrative placeholders — swap in your real figures from the admin.
Took the repetitive out of the queue so humans handle the human stuff.
Support volume grew right alongside the customer base — and a big share of it was the same handful of questions asked a hundred slightly different ways.
Mapped the top recurring intents, wired up AI-assisted drafting and knowledge-base surfacing, and set clear rules for when a bot hands off to a person — never pretending to be one.
Faster first responses, fewer repetitive tickets reaching humans, and a support team spending its time on the genuinely tricky cases.
Turned a bespoke, stressful rollout into a repeatable go-live path.
Every enterprise onboarding was a snowflake — long, manual, and dependent on a few people remembering the right order of operations.
Broke go-live into staged checkpoints with clear owners and exit criteria, built the templates and runbooks once, and made progress visible to the customer the whole way.
More predictable go-lives, less last-minute firefighting, and new team members who can run an onboarding without shadowing for a month first.
Wrote documentation people actually reach for mid-shift.
The knowledge base existed, but it was written for the product, not the operator — so people opened tickets instead of articles.
Rewrote the highest-traffic topics around real tasks, restructured navigation around how operators actually think, and closed the loop from common tickets back into new docs.
More self-serve resolutions, fewer repeat questions, and a help center that keeps earning its place instead of gathering dust.
I ride coasters on purpose and study them a little too closely — chasing airtime, appreciating a well-run station, and quietly clocking dispatch intervals. It turns out the things that make a great ride (smooth operations, sharp crews, relentless attention to the boring safety stuff) are the same things that make software adoption stick.
AI that actually helps a support team (not the demo kind), the craft of good documentation, and the strange overlap between running a safe ride and running a healthy customer account — both are mostly about doing unglamorous things consistently.
Building something in attractions, operations, or customer success — or just want to compare notes on a good coaster? The station's open.