FINAL_FW2607-08_DIGITAL - Flipbook - Page 30
OPERATIONS
INDUSTRY INSIGHTS
by Heiko Engels, general manager, Doha Quest
Building Operational Excellence Around People
Doha Quest shares three lessons in guest-centric operations
DOHA QUEST
SET IN THE HEART OF DOHA OASIS,
Doha Quest, Qatar’s largest indoor theme
park, is built for scale, speed, and spectacle. But more importantly, it is built
around people. What has made the facility a fan favorite is not only its recordbreaking attractions, but how naturally the
entire experience comes together. Guests
don’t come only to ride; they come to celebrate, explore, and create moments that
stay with them.
In an environment that moves fast,
operations can never stand still. Learning
is constant, shaped daily by guest behavior, feedback, and live experience on the
floor. There is always more to refine. But
through that ongoing evolution, a few
principles have consistently proven their
value.
In particular, three lessons continue to
shape how Doha Quest operations evolve.
Lesson No. 1 | Every
Interaction Is Part of the
Experience
At Doha Quest, the guest experience is
never limited to the ride itself. It begins
at the entrance, continues through every
point of guidance, support, and service,
and carries through until a guest leaves
the park. A ride can be world-class, but if
the surrounding interactions feel unclear,
slow, or impersonal, the overall experience
loses impact. That is why operations must
treat every touchpoint as part of the attraction. Whether it is a guest feeling welcomed, directed, assisted, or served, every
moment contributes to the rhythm of the
visit. In a park built around high-energy
experiences, consistency in human interaction is what keeps the experience feeling
seamless, confident, and premium.
Lesson No. 2 | Guest Insight
Must Lead to Action
Understanding guests requires more than
instinct. At Doha Quest, guest preferences
28
and behavior are reviewed periodically through multiple channels, including online data, guest feedback, attraction trends,
peak and slower periods, and recurring recommendations. The
value lies not in collecting that information, but in applying it.
What do guests need to know more clearly? Which attractions do
they naturally gravitate toward? What do they ask for repeatedly?
Which moments elevate satisfaction, and which can be refined?
These are not abstract questions; they directly shape operational
decisions, from communication and guest guidance to how experiences are positioned across the park. Strong operations do not
assume. They listen, review, and implement.
Lesson No. 3 | Experiences Beyond the Rides
and Attractions
One of the clearest lessons learned at Doha Quest is how guests
visit for more than just the attractions. Many come for occasions that are deeply personal or highly social: birthdays, school
trips, corporate outings, team-building events, family days, and
shared celebrations. Recognizing this has allowed Doha Quest
to expand beyond a ride-led model into an experience-led one,
where the park can host not only thrills, but connections as well.
Introducing and strengthening these formats has helped make the
destination more versatile, more relevant, and more memorable.
It also reflects an important operational truth: Guest-centricity
means understanding the reason behind the visit, not just managing the visit itself.
At Doha Quest, operational excellence is not a fixed model;
it is a moving one, which is continuously shaped, constantly
refined, and always aligned with the guest.
Funworld | JULY/AUGUST 2026 | IAAPA.org/Funworld
Heiko Engels, general
manager of Doha
Quest, leads guest
experience and
operational excellence
initiatives across the
attraction. He started
his career almost 30
years ago and worked
in multiple countries
where he planned,
opened, and operated
multiple theme parks.
Connect with him on
:
