MANAGEMENT · STRATEGY · EXECUTION

Leadership that
moves business
forward.

I help organizations solve complex problems, strengthen performance, build capable teams, and turn good strategy into measurable progress.

30+ years in theme parks & waterparks. Leadership across industries.

THE THROUGH LINE

Different industries.
One constant: leadership.

My career spans bar and restaurant operations, logistics and fleet management, medical manufacturing and sales, theme parks and waterparks, resort operations, and large-scale retail destinations. Across those different businesses, the fundamentals are the same: lead people, serve customers, strengthen operations, and deliver results.

Across every environment, the challenge is familiar: make the right decisions, align people around the goal, improve the operation, and deliver. I bring practical management experience—not just recommendations from the sidelines.

From Kentucky Kingdom and Six Flags to helping EMAAR open The Dubai Mall, and later leading operations at Hurricane Alley, Schlitterbahn, Island H2O, and Frontier City, my career has centered on complex, customer-facing businesses. Across industries, the work is consistent: build strong teams, improve performance, and get important work done.

Meet Jim Kunau

BUILT IN THE FIELD

Credibility comes
from doing the work.

Leadership across very different operating environments creates a broad perspective—and a practical understanding of how organizations actually run.

Explore selected experience
01

30+ years in theme parks & waterparks

Deep attractions-sector experience, with a broader management perspective built across multiple industries.

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02

People and teams

Built, led, and aligned teams in high-expectation, guest-facing, sales-driven, and operational environments.

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03

Complex operations

Leadership experience spanning resorts, large-scale retail, logistics and fleet operations, and service businesses.

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04

Change and execution

Helped businesses navigate reopening, integration, repositioning, and the realities of operating through change.

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Close view of an operating whiteboard showing the Increase EBITDA goal, key performance levers, and Success Plan.
The goals and action principles I kept visible in Oklahoma City

HOW I LEAD IN PRACTICE

Keep the goal
in front of the team.

Make the action plan. Stick to the plan—until you don't.

This board kept the priorities visible: improve attendance, grow per-cap performance, and control expenses to increase EBITDA. The goal was clear, and the actions behind it were there for the team to see.

Then comes the discipline: walk the operation, question assumptions, track results, own mistakes, and adjust when the facts call for it. A plan creates focus—not blinders.

More about how I lead

A BUSINESS CHALLENGE?

Let's get to the
heart of it.

Whether you need a fresh perspective, an operating plan, or an experienced leader at the table, let's start with the problem you're trying to solve.

Start a conversation