Scuba Diving Industry™ Magazine published by Cline Group, LLC. Printed and mailed to all dive retailers in the USA and digitally delivered to over 17,500 dive professionals in 165 countries. Published monthly, so "Start a Conversation" with your Business Customers!
SCUBA DIVING INDUSTRY
FEBRUARY 2026 PUBLISHED BY CLINE GROUP
BUSINESS EDU RETAILING RESEARCH TRAINING
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Photo by Sam Glenn-Smith Weedy Seadragon, Portsea Pier, Victoria, Australia
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TABLE OF CONTENTS SCUBA DIVING INDUSTRY™ MAGAZINE • FEBRUARY 2026
FROM THE PUBLISHER 05 The Year Retailers Build What Lasts / William Cline SAFETY
ADVERTISERS 2 Divers Alert Network (DAN) 3 Aggressor Adventures 7 Bahamas Ministry of Tourism 8 The Dive Shop @ Cape Eleuthera 9 Books by Dan Orr/Best Publishing 11 All Star Liveaboards 13 Fort Young Dive Resort Dominica 15 Explorer Ventures Liveaboards 17 Blue Force Fleet Liveaboards 18 X-Ray Magazine 19 Barefoot Cay Resort, Roatan 20 Sea Experience, Ft. Lauderdale, FL 21 Fog-X Mask Defogging Film 23 Dive BVI’s 50th Anniversary 25 Visit Cayman Islands | ISDHF 26 Lita’s All Natural Insect Repellant 29 Deep Blue Adventures Travel 33 Diveplanit Travel Planners 34 2026 NOGI Awards Gala @ DEMA 35 Dive Industry Young Professionals 35 NAUI’s Eco-Friendly Packaging 36 Beneath The Sea Dive Show 37 ScubaRadio 39 Clear Story Coach 39 Alex Brylske’s Book by Reef Smart 47 Win A Sta ff Pizza Party 50 SSI/Scuba Schools International 51 Scuba Show 2026 West & East 52 Explore Our NEW Issue HUB! 53 Neal Watson’s Bimini Scuba BACK COVER DEMA 55 Level Up, Marketing Minutes & From Behind the Counter Podcasts 56 Article Index
06 Recreational Diving Fatalities & Underlying Health Issues / Dan Orr 12 Don’t Let Perceived Unwelcome Advances Hurt Your Business’ Reputation / Al Hornsby RETAILING 14 Now is the Time to Make Time for Training / Je ff Cinciripino 16 The Phygital Dive Center: Blending Digital Convenience with Real - World Experience / Cathryn Castle Garcia TRAINING 20 Part 1: Why Dive Centers Need Standard Operating Procedures (SOPs) / Je ff McNutt 23 The Captain’s Real Job: Leadership, Not Just Navigation / William Cline 26 Working with ‘Golden’ Divers / Margo Peyton 28 Fitness Insights Pt 2: Transforming Observation into a Pro fi t Center / Gretchen M. Ashton TRAVEL 29 A Retailers Guide to Selling Adventure, Not Disasters / Jennetta Adams 31 A Group Dive Guide to Dominica - the “Nature Island” / David Prichard & Lily Mak 36 A Group Travel Guide to The Florida Keys / Michael Salvarezza & Christopher P. Weaver BUSINESS EDU 40 2026 Boot Show Report: More Than a Consumer Expo / Peter Symes ECO PRO 41 The Great Coral Gamble: Is the Future of the Caribbean Written in the Indo-Paci fi c? / Alex Brylske, Ph.D. 43 The Barrier of Blue: How Fear of the Water Endangers Both Youth and the Ocean / Kramer Wimberley 46 Part V: How to “Blue” Your Business and Make More Green - The CORAL Interview / Gil Zeimer RESEARCH 48 From Stabilization to Execution: What Q4 Revealed and What’s Next in Q1 2026 / William Cline
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FROM THE PUBLISHER THE YEAR RETAILERS BUILD WHAT LASTS If you own or manage a dive center, February is when reality sets in. The holiday rush is behind you. The calendar is filling. The season is approaching. And you’re looking at your team, your inventory, your training schedule, and your travel calendar thinking, “How do we make this year stronger than the last?” I’ve been in this industry as a professional since the 1980s. I’ve watched expansion cycles, corrections, travel surges, equipment booms, and seasons that tested even the most disciplined operators. One thing has never changed: Retailers are the foundation of diving. That’s why every article in this issue was selected with the day-to-day realities of a dive center in mind. Not theory. Not noise. Practical ideas that can spark useful conversations in your shop, your classroom, your boats, and around the counter. Jeff Cinciripino addresses something every dive center faces - making time for training. Staying current on credentials, gear repair, and compressor certifications isn’t just about compliance, it protects your reputation. Customers may not see the maintenance logs, but they feel the difference. Confident, well-trained staff create trust, and trust brings divers back. Cathryn Castle Garcia’s article on blending digital tools with real-world service isn’t about chasing trends. It’s about reducing friction so your team can focus on re- lationships - the one thing online competitors cannot replicate. Jeff McNutt’s piece on Standard Operating Procedures may sound operational, but it’s really about clarity. When everyone knows what “ready” looks like, stress drops. Consistency rises. Reputation strengthens. Dan Orr’s safety research is a reminder that our diver population is maturing. Many of you are already having thoughtful conversations about health, readiness, and calling a dive when needed. That’s responsible professionalism. Our recent State of the Dive Industry (Jan ‘26) data shows we’re not in decline. We’re in recalibration. Divers are still diving. They’re simply more deliberate. That changes how we communicate, how we train, and how we build loyalty. My hope is that this magazine becomes something you use; not just read. You can bulk subscribe your staff so everyone is learning from the same insights and staying aligned on the same industry conversations. Use these articles in meetings. Reference them in training. Let them support the standards you’re building inside your operation. Scan/click the QR code below for our our bulk subscription form. This industry has always rewarded operators who think long term. That hasn’t changed.
About the Cover: Sam Glenn- Smith captures a male Weedy Seadragon carrying a fresh clutch of pink eggs on his tail. Summer on Victoria’s Morning- ton Peninsula, Australia, marks mating season for these drag- ons. Specs: Olympus OMD EM1 Mk2, 8mm Fisheye, dual Kraken strobes, F14 | 1/125 | ISO 200.
William Cline, Publisher Patty Cline, Associate Publisher Amber Wagenknecht, Executive Editor Betty Orr, Senior Editor Neal Watson, Sr., Editor-at-Large Britain Cline, Advertising Sales Manager Carlos Lander, Latin America Ad Sales June Cline, Social & Podcast Producer Contributors: Jennetta Adams, TX Gretchen M. Ashton, CA Alex Brylske, Ph.D., FL Cathryn Castle Garcia, Azores, Portugal SCUBA DIVING INDUSTRY™ MAGAZINE FEBRUARY 2026 VOL. 3, NO. 2
Jeff Cinciripino, CT William Cline, TX Al Hornsby, Singapore Dan Orr, ID
Jeff McNutt, BVI Margo Peyton, SC David Prichard & Lily Mak, TX
Michael Salvarezza, NY Peter Symes, Denmark Christopher P. Weaver, NY Kramer Wimberley, NY Gil Zeimer, CA
Diving Industry ™ Magazine: (Print: ISSN 2996- 1416, Digital: ISSN 2996-1424) Published monthly by Cline Group LLC, 1740 Airpark Lane, Plano, TX 75093. Printed copies are mailed within the USA to select dive retailers & advertisers. Subscriptions are free to dive professionals & distributed digitally to 165 countries. POSTMASTER send address changes to Scuba Diving Industry Magazine, 1740 Airpark Ln., Plano, TX 75093. Any part of this publication may be reproduced, as long as the source is quoted “Scuba Diving Industry Magazine.” For editorial requests, email editor@scubadivingindustry.com or 954-358- 9660 The views and opinions expressed in this mag- azine are those of the contributors and do not necessarily reflect the official policy or position of Cline Group LLC or any of its affiliates. © 2026, all rights reserved by Cline Group LLC.
email William
bulk subscriptions
William Cline, Publisher
PAGE FIVE | SCUBA DIVING INDUSTRY
SAFETY
Recreational Diving Fatalities & Underlying Health Issues by Dan Orr , President, Dan Orr Consulting
S CUBA DIVING FATALITIES are always fodder for the news media. “Woman dies after diving off Catalina Island coast,” “Scuba diver dies exploring Lake Erie Shipwreck,” “Missoula woman dies in diving accident,” . . . . It is truly unfortunate when someone is seriously injured or dies while scuba diving. It is an unimaginable tragedy, not only for the victim, but for everyone involved. It also gives the non-diving public the impression that recreational scuba diving is a dangerous sport. While there are risks involved in just about everything we do, scuba diving is not statistically more dangerous than a number of other outdoor sports. See “How Risky Is Your Sport?” graphic below. In 2008, Divers Alert Network (DAN) published an analysis
expert reviewers, the data indicated that a leading cause of disabling injuries was an acute cardiac event.” One of the basic tenets of personal diver safety is the im- portance of maintaining good mental and physical fitness for diving and a critical component of fitness to dive is cardiac health. Cardiovascular diseases are a leading cause of death globally in the general population. Out of the nearly 18 million premature deaths annually (for those under the age of 70), nearly 40% are caused by cardiovascular diseases. Of these deaths, 85% were due to heart attack and stroke. We can reduce the likelihood of most cardiovascular diseases by considering behavioral and environmental risk factors such as tobacco use, unhealthy diet, obesity, physical inactivity,
of 947 scuba diving fa- tality records from the DAN Fatality Data- base. The fatality records were from the years 1992-2003. The results of this analysis were published by Dr. Petar Denoble in the Journal of the Undersea
harmful use of alcohol and air pollution. It is imperative to under- stand the warning signs of cardiovascular disease and detect car- diovascular disease as early as possible so that management with counselling, medicines
and Hyperbaric Medical Society (UHM 2008, Vol. 35, No.6 “Causes of Recreational Diving Fatalities”). This research identified the cascade of events that turned an ordinary recre- ational scuba dive into a dive with a fatal outcome. This cascade of events included: The Trigger – Harmful Action – Disabling Injury – Cause of Death. In this research, the number one triggering event, in 41% of the cases, was identified as “running out of breathing gas underwater.” In 2015, DAN researchers analyzed another, more recent group of scuba diving fatality records. The results of this analysis, published in the 2017 DAN Annual Diving Report, demonstrated that the number one triggering event in scuba diving fatalities was now “underlying health problems.” From information published by DAN in 2017 from 2015 accident data, autopsy results were available in 29 diving-related fatalities. In 16 of those (55.2%), the cause of death was identified as an acute cardiac event. Additionally, it was stated in the 2017 DAN Annual Diving Report , “From DAN’s
and, possibly, corrective surgical interventions can begin. While cardiovascular disease is of critical importance to the general population, in my opinion, it is even more critical in the diving population. This is due to the fact that divers may be in remote locations, potentially far from medical support or they are underwater in an environment that is very unfor- giving when it comes to the potential for loss of consciousness. The difficulty of rescue and recovery of an unconscious diver underwater can be problematic and reduce the overall chances of survival. Although it is disturbing that these cardiac-related fatalities occurred while participating in an otherwise safe and enjoyable sport, what is also distressing is that a significant number of those who died as a result of a cardiac event associated with scuba diving had signs and/or symptoms that could have been recognized as cardiac-related before or during the dive, but they continued to dive anyway. Had these divers or one of their diving companions simply questioned whether it was
PAGE SIX | SCUBA DIVING INDUSTRY
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SAFETY continued
prudent to continue or “called” the dive, the fatal situation may have been averted. With an aging active diving population (the average age of injured recreational divers being somewhere between 40 and 50), diseases associated with age are likely to be an issue. When you look at sports-related deaths, coronary artery
immersion and constriction of peripheral blood vessels, an increased physical workload due to the resistance of water and the increased work of breathing through the regulator. When you add additional exertion caused by swimming against a current, wave action or simply working hard to compensate for poor buoyancy, the risk of a dive-provoked cardiac event may be signifi- cantly increased. This risk can be exacerbated by emotional stress brought on by diving in an unfamiliar location, having been away from diving for an extended period or diving beyond one’s limits. Divers who are aware of the conditions that contribute to arrhythmias may be able to mitigate these risks associated with immersion. For example, the risks associated with exposure to cold can be mitigated by having the appropriate exposure protection whether it be wetsuits, drysuits or even diveskins. For those diving in extreme coldwater conditions, heated undergarments and heated gloves are available. For the risks associated with increased workload, divers can mitigate those risks by having a properly tuned regulator and reducing drag in the water by becoming more streamlined and improving their buoyancy control.
disease is the leading cause of sudden cardiac death in those over the age of 35. The risk of cardiac-related death in divers
Cardiac events now rank the second leading cause of death in scuba divers behind drowning.
steadily increases with age with divers older than 50 having a risk 12.9 times that of younger divers. From the DAN data, 25% of the divers who suffered a cardiac event while diving were completely asymptomatic and were totally unaware of their condition. It is estimated that over 3 million Americans and approximately 2.8 million Europeans will scuba dive each year. While recre- ational diving fatalities are rare (averaging 82 worldwide) the number involving cardiac-related issues is on the increase. From 1989 to 2015, the proportion of diving fatalities involving those from the 50–59-year-old age group increased from 15% to 35%, while fatalities in the over-60s increased significantly from 5% to 20%. Cardiac events now rank the second leading cause of death in scuba divers behind drown- ing. We know that diving exposes divers' bodies to various stressors that independently affect cardiovascular function that may initiate an irregular heartbeat called an arrhythmia. These stressors include immersion, exposure to cold, and in- creased workload while diving. The combined effect of these factors is that the volume of blood in the vessels of the chest and heart increases significantly, stretching the walls of the heart and major vessels. While there is nothing we can do to mitigate the stressor of immersion, with some degree of fore- thought and preparation, we may be able to mitigate the po- tential for an arrhythmia by managing the other stressors. With immersion, blood pressure slightly increases, and the heart has to work harder to maintain circulation. These con- ditions contribute to various changes in heart rhythm (ar- rhythmias) that range from a slow heart rate (bradycardia) caused by cold, to fast heart rate (tachyarrhythmia) caused by the body’s response to stress. Older divers, especially those with cardiovascular disease, are at greater risk of adverse reactions to these stresses. It is vital that divers be aware of the effects of immersion on the cardiovascular system while scuba diving. There is also an increased strain on the heart due to
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SAFETY continued Besides scuba divers, snorkelers and free-divers should be aware of the potential for cardiac-related issues. Research on snorkeling and breath-hold diving fatalities in Australia, using data supplied by the Australasian Diving Safety Foundation, analyzed 317 deaths between 2000–2021. The research showed that victims are frequently older (median age 48–59), male, and often have pre-existing cardiovascular conditions, such as ischemic heart disease or left ventricular hypertrophy. Overweight or obese individuals are overrepresented, and many incidents
breathing resistance through a snorkel. Maintaining general good health and having an annual physical performed by a physician familiar with diving medicine and your life priorities is perhaps the most effective way to reduce the likelihood of these types of accidents. It is important that your healthcare provider understands that scuba diving is an important component of your active lifestyle so that they take that into consideration when providing you with your fitness to dive advice. One caveat is that scuba diving should never be so important that your participation in the sport endangers yourself or those you dive with. Also, any time there is a noticeable change in your health, you should consult a healthcare professional. Regular medical evaluations are recommended for those over the age of 40 and may help identify health conditions that may need attention prior to diving. These regular health checks should also include a periodic cardiac evaluation. Once diagnosed, a physician may advise against continuing to dive or impose modified diving habits or limits. Remember, if your family physician or other healthcare professional is unfamiliar with diving, you can consult DAN for a referral to a physician familiar with diving medicine or to consult with your family physician or healthcare provider. A word to the wise, a physician who dives may not be sufficiently familiar with diving medicine or all the medical conditions associated with scuba diving. Therefore, the Medical Department at DAN should be considered a valuable resource by your family physician. It is also important that your family physician understands your life priorities. If your physician understands that recreational diving is an important part of your lifestyle, they are less likely to simply declare that you stop diving at a certain age without fully understanding what health conditions may allow you to continue to safely enjoy diving or snorkeling. The best way to avoid cardiac-related issues in diving and not put yourself or your diving companions at risk is to adopt a healthy lifestyle, have regular health evaluations in- cluding a periodic cardiac evaluation and always be aware of signs or symptoms of a potential medical problem. It’s far better to ‘call the dive’ or ‘call for help’ than to risk a tragic outcome. A good healthy philosophy is just as essential as any piece of life support equipment. (Note: The above issues are covered in detail in the free we-
are considered "silent" cardiac events occurring at the surface, rather than just drowning. Also, the Hawaii Snorkel Safety Study indicates that many fatalities once thought to be from water inhalation are now believed to be caused by Rapid Onset Pulmonary Edema (ROPE), a sudden buildup of fluid in the lungs triggered by
binars that are available to any group of divers at no charge. If your group is interested, please contact me at danorr@danorrconsulting.com) Contact Dan for article references.
email Dan Orr
PAGE TEN | SCUBA DIVING INDUSTRY
SAFETY
Don’t Let Perceived Unwelcome Advances Hurt Your Business’ Reputation by Al Hornsby , owner, Al Hornsby Productions, Singapore
I N DIVING’S QUALITY MANAGEMENT PROCESS, most of the dive organizations have some mechanism through which students and customers can file complaints against stores, individual dive instructors and other dive staff (including store owners, themselves). Fortunately, as con-
For store owners and managers in such situations, you should be aware that related complaints coming to dive or- ganizations from these sorts of incidents are not uncommon, and that many more such situations go unreported, due to the natural embarrassment and discomfort that stepping
sumer-facing industries and organized activities go, diving has placed sig- nificant importance on the comfort an-d confidence of its customer base, and considering the high degree of trust non-divers and divers must have in the people taking them into the water, this shouldn’t be surprising. However, when that trust is or appears to be broken, it can easily cause a great deal of concern and dis- comfort among the cus- tomers affected. Especially in tropical, warm-water, destination areas where full wetsuits aren’t typically worn (or even shorties in many situations), partic-
forward could likely cause the customer. So, even if it is not brought to a dive or- ganization’s or store man- agement’s attention, the (likely) loss of such a cus- tomer’s trust and potential future business is real; and, in today’s social-media world, you may also expect that people - both male and female - feeling that such breaches occurred will likely not be silent about it, such as may have been more the case in decades past. So, what does store/resort management do? The first, and easiest, decision to be made is to include attention to this particular issue in your staff training. It’s a fairly simple point to make
ularly during introductory scuba programs, it is unfortunately not rare that complaints are received by the dive organizations that, during confined water training or open water dives, an instructor’s ‘hands-on, helpfulness’ was deemed to have gone too far, reaching the point of feared (or actual) inappropriate physical contact. Even a modest – and unintentionally improper - amount of touching during such beginner training and water-skill practice can be misperceived by customers, especially when clad only in bathing suits. And, in holiday- resort situations where potential after-hours’ contact or fol- low-up may also not be infrequent, the lines between proper in-water helpfulness and unwelcomed touching may become even further blurred.
– that the customers coming in are the store’s customers, who will drive the store’s ongoing reputation, and that their ongoing safety and good-will are the store’s most important assets. Any perception that inappropriate touching occurs during your dive training and activities could be devastating to your business’ reputation, especially if families with teen- aged children are an important client group. You may also feel that your operation needs a clear, ‘no outside-contact with customers’ policy, but that’s your call. While this is not
typically the most common policy (especially in resort areas), it is used by many dive operations and is a simple, crystal-clear position.
email Al
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RETAILING
Now is the Time to Make Time for Training by Jeff Cinciripino , JeffCinciripino.com, Former Owner of Scuba Shack, Rocky Hill, CT
S MALL BUSINESSES ALWAYS SEEM strapped for time. There is only so much to go around, and the de- mands are significant. In a previous article, “ Getting Your Store Ready for the New Dive Season” - February 2025, I discussed various elements associated with how a dive shop can prepare for the upcoming season that included staff training. In my article, “Can You Really Do It All? Take a Good Look at Your Schedule” - January 2026, we looked at how we should guard against trying to do too many
Customers remain loyal to businesses they trust, and that trust is built and sustained by people who understand their products, systems, and services. Consider the opposite scenario: an employee struggling with point-of-sale systems, unable to clearly explain a product, or forced to defer to someone unavailable. Even minor moments of uncertainty can erode confidence and prompt a customer to explore al- ternatives. Investing in proper staff training establishes a solid foundation
things. What I didn’t talk about, however, is ensuring that in your preparation for and throughout the dive season you are making time for training. Training can sometimes be an easy casualty when you are attempt- ing to optimize your schedule. After all, it may be difficult to see the im- mediate value when you are pressed for time. However, this may be a little short-sighted. Since training does add cost to your operation and the value of training is often difficult to quantify, it is easy to
for customer retention. When team members communicate clearly, answer questions confidently, and demon- strate mastery of their craft, they re- inforce the professionalism of the entire operation. In a competitive environment, that consistency is not optional. It is strategic. We know that scuba diving has inherent risks and we seek to mini- mize them with proper training and equipment. The dive shop team needs to be up-to-speed with their profes- sional credentials as well as specific standards of the dive center. By
cut. Business experts and consultants have written extensively on how important training is to a company’s bottom line. Let’s quickly recap some of the ways it brings value to your operation. Key Benefits of Training: Staff who are trained regularly and properly should be more productive by performing their work more effectively and efficiently. They become comfortable and confident in their ability to complete their tasks. Training investment in the team will also aid in retention and help to minimize turnover which is costly to the bottom line. Small businesses compete for customers. In today’s market there are many activities where individuals are willing to spend. However, they want to make informed decisions with trust and confidence. With a trained and knowledgable staff we can instill this trust and confidence making it a competitive advantage when customers are weighing scuba diving over other options.
having all requisite training in place, we are ensuring that our customers remain safe and also protect our business in the unfortunate event of litigation. Areas of Training: Each business should develop a unique training regimen that covers all facets of the dive center. As we know, dive centers normally comprise at least four unique business areas including retail sales, education and training, service, and travel. The amount and timing of training in each of these areas should be assessed based on seasonality and business objectives. Here are some examples of areas that should be considered: The retail showroom is your front door and the team that man’s that front door needs to be ready to meet customers. Typically, the retail team is made up of dive professionals who have been fully trained as instructors, divemasters, and first responders. But have they had any retail sales and customer service training? Additionally, if the entire retail
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RETAILING continued
team is grounded with the same training, we are setting a foundation for a consistent customer experience regardless of who is behind the counter. Now, let’s take a look at the fill station is one of the most important systems in the dive center. You can’t get your air or nitrox tanks filled online or at the gas station. Every individual who operates the fill station must be properly trained with proper documentation. There are also recertification requirements. Taking the time to check on everyone's credentials and schedule the needed time to ensure the team is ready to go. Another system that may not get a lot of attention is the point-of-sales system. My article from March 2025, “POS Systems - The Heart of Your Operation” outlined the value they bring to the dive center. Each system has unique features and functions that are designed for the business to operate smoothly. Training the team in how to use these features and functions properly is essential to efficient operation as well and improved customer experience. Standard processes help to ensure consistency. Their value
is only achieved when the team executes on them. Therefore, it is imperative to take the time to train on the processes de- veloped or used by the dive center. Whether it be industry- level processes like gas-blending or locally created processes, like intake for service. Consistency is only developed when training is done. One final area to cover is technical training. A couple of examples include visual tank inspector and regulator service technician training. These areas have recurring certification requirements and it is imperative that individuals are current with their certifications. It is too easy to let them lapse if we haven’t made the time for training. Final Thoughts: Our time is finite. It is also valuable. We decide each day how we are going to invest our time. Often, when pressed to get the myriad of tasks completed, cancelling or postponing scheduled training may seem like a way to
solve the pressing needs. Sometimes this is un- avoidable. However, businesses should carefully weigh the longer term aspects and criticality of making time for training.
email Jeff
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PAGE FIFTEEN | SCUBA DIVING INDUSTRY
RETAILING
The Phygital Dive Center: Blending Digital Convenience with Real - World Experience by Cathryn Castle Garcia ,Owner, ClearStoryCoach.com, The Azores
T HERE’S A LOT OF TALK THESE DAYS about AI replacing all our jobs. While it’s true that Miso Robotics’ Flippy 2 robot can produce hot, delicious, perfectly crispy French fries faster and more reliably than a human operator, the diving industry can mark itself safe from being overtaken by bots. Why? Because the retail dive industry’s supporting pillars of education and instruction, equipment, and real-time experience require that we real, live humans engage with customers in ways that Artificial Intelligence and robots simply can’t. The Pillars Unlike many retail categories, scuba diving cannot exist
not about adding technology for its own sake or running dis- connected online and in - store operations. Instead, phygital retailing is about intentional integration. Each digital tool should make the physical experience clearer, easier, or more valuable. At its core, phygital retailing acknowledges a simple truth: modern customers move fluidly between online and offline environments. A diver may research gear on a website, read reviews on a phone, ask questions in your dive center, complete training in a pool, and book a trip online – all as part of one continuous experience. For dive centers, phygital retailing means designing systems
purely online. Certification pro- grams require our customers spend time with us in academic and in-water training sessions. Equipment requires our expert fitting and servicing, and scuba cylinders can’t get filled without
where digital touchpoints sup- port physical ones rather than competing with them. The goal is not more technology, but better alignment between how customers learn, buy, and par- ticipate.
Phygital retailing (physical + digital = phygital) describes the intentional blending of in - person experiences with online and digital tools to create a seamless customer journey.
us. The experience of scuba diving has human connection hardwired into it, with the instructor/student relationship and the buddy system. Training, equipping, and real-time experience – actually going diving – are foundational pillars upon which our industry stands. Today’s divers begin, evaluate, and often decide their next step long before they set foot in a retail dive center. This is where “phygital” retailing comes into play. Phygital retailing (physical + digital = phygital) describes the intentional blending of in - person experiences with online and digital tools to create a seamless customer journey. For retail dive centers, phygital retailing is not about replacing face - to - face, personal interaction with whizz-bang technology. It is about using digital tools to enhance clarity, convenience, and connection, while preserving the irreplaceable value of relationship building, which happens when we provide in - water training and in - store expertise. When we do phygital right, we add another pillar of support and stability to the business of training and equipping divers. What Phygital Retailing Is and Isn’t Phygital retailing is not about replacing instructors with videos or competing with large online retailers on price. It is
Dive centers are uniquely suited to phygital strategies because scuba is experiential by nature. No website can replace the sensation of a first breath underwater, but digital tools can remove friction before and after that moment. Phygital retailing helps dive centers: Outline clear expectations before training begins. ▪ Reduce administrative workload for staff. ▪ Build trust prior to major purchasing decisions. ▪ Stay connected with customers between dives. ▪ Your Website as a Phygital Resource Most divers discover a dive center online, through social media and by visiting the business’s website before visiting in person. When your digital messaging is clear and human, customers arrive at the dive center more confident in the services you provide, and they show up better prepared to begin doing business with you. To put your best phygital foot forward, your website needs to: Put the customer first. Instead of making your website ▪ about you and the services you offer, use language that is about the benefits your customer will experience, and how happy they’ll feel when they do business with you.
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RETAILING continued
Have prominent “Learn More” buttons and easy-to-use ▪ online inquiry and scheduling forms. Feature “Transformation” stories and photos from clients ▪ who’ve enjoyed doing business with you and can encour- age others. Digital Learning Meets In - Water Experience Training is one of the strongest opportunities for phygital integration. We’re already using eLearning platforms, but the true advantage comes from how those tools are support- ed. Getting phygital with diver training can include automating key student touchpoints that save you and your staff time while also making sure you’re consistently reaching your cus- tomers. Examples include: E-reminders for pool and open water training dates. ▪ Downloadable checklists that outline required gear and ▪ class preparation steps Post-certification emails that offer proposed next steps in ▪ scuba training and travel. Phygitally Cultivating Equipment Sales Scuba equipment is rarely an impulse purchase. Divers often research extensively before committing. Phygital retailing can help cultivate in-store equipment sales when your business offers: Online gear guides, size charts, and recommended buy- ▪ ing pathways. Product comparison resources that list features and ben- ▪ efits of gear. QR codes linking to YouTube videos on equipment ▪ setup, use, and care. Digital receipts with service and maintenance reminders. ▪ By supporting pre - purchase research digitally and delivering expertise in person, you can position your staff as trusted ad- visors rather than transactional retailers.
Clearly explain the training pathways the customer will ▪ embark on, and what they’ll learn along the way. Introduce you and your dive center staff with bios and ▪ photos that position your team as experienced, thought- ful, and caring guides.
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RETAILING continued
Post - trip photo sharing and testimonials pages and ▪ YouTube videos. Automated “Let’s Do It Again” travel offers. ▪ Online Connection, Physical Belonging Successful dive centers function as community hubs. Digital tools support real-world relationships and help maintain en- gagement. Ways you can create a phygital buzz include: Email newsletters and private social groups. ▪ Online event calendars synced with in-store activities. ▪ Digital loyalty programs tied to physical purchases. ▪ Automated “flash sale” invitations to visit the dive cen- ▪ ter. Automated follow-ups after certification or travel. ▪ When executed well, phygital retailing improves customer confidence, and strengthens long - term loyalty. It allows dive centers to cultivate personal connections. In a phygital world, clarity becomes a competitive advantage.
Simplifying Service and Maintenance Equipment service depends on reliability and communication. Phygital tools help maintain consistency without sacrificing personal connection. Phygital service strategies may include: Online service booking. ▪ Automated inspection and service reminders. ▪ Digital service histories tied to customer profiles. ▪ Follow-up emails explaining completed work. ▪ Automation enhances your professional image and helps your customers reduce missed service intervals. When your business earns a reputation for always thinking about its cus- tomers, you become valued. And trusted. Digital Travel Inspiration, Real - World Adventure: Dive travel is inherently phygital. The excitement often begins online, while the memories are made in person. Start the digital storytelling before the trip and it’ll drive sales. Continue it after the trip and it can increase repeat business. Effective approaches include: Trip landing pages with itineraries and FAQs. ▪ Virtual information sessions or recorded briefings. ▪ A convenient payment portal for online deposits and pay- ▪ ment plans.
When divers know what to expect online and feel supported in person, trust deepens. And in the dive industry, trust is what keeps people learning, buying, traveling and diving.
email Cathryn
TRAINING
Part 1: Why Dive Centers Need Standard Operating Procedures (SOPs) by Jeff McNutt , Chief Operating Officer/Owner of Dive BVI
I N SCUBA DIVING, CONSISTENCY isn’t just about quality – it’s about safety. Every dive involves people, equipment, weather, and decisions that need to line up just right. When they don’t, small oversights can quickly turn into big problems. And big problems are what we try to avoid! This article is the first in a three-part series exploring how professional dive centers build safe, reliable operations be- hind the scenes. We’re starting with Standard Operating Procedures (SOPs) – the documented systems that en- sure critical tasks are done correctly, every time, no mat- ter who is on the schedule. At Dive BVI, SOPs are not about red tape or bureaucracy. They are about creating clarity, reducing stress for staff, and giving divers the confidence that they are in capable hands before they ever enter the water. Our SOPs are about mak- ing the job, the dives, and the work easier and safer. We
feel it is one of the most important tools in our Dive Cen- ter Toolbox. What SOPs Really Are (and What They Aren’t): In sim- ple terms, SOPs are written, repeatable steps for how things are done. They’re not there to kill flexibility or turn instructors into robots. SOPs are there to make sure that critical tasks are done the same way, every time, no matter who is on the boat, in the shop, or in the classroom. SOPs answer questions like: How do we check tanks before loading the boat? ▪ What’s the exact process for customer check-in and med- ▪ ical forms? How do we run a dive briefing so nothing important is ▪ missed? Without SOPs, dive centers often rely on tribal knowledge - “this is how we’ve always done it.” That works until a new staff member joins, someone is tired, or the day gets hectic. Then it turns into a copy of a copy, and we all know how
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that works out later. With everyone on the same page, we can minimize surprises, mitigate risk, and more effectively communicate with our team and guests. We aren’t step- ping on each other’s fins (dive pun intended) during the briefings or in an emergency. SOPs shouldn’t be vague, opinions or excessive complexity. They should focus on clear, concise, step-by-step instructions. They should never make assumptions about the reader’s knowledge or compe- tency. Keep it simple, direct and clear. Why Dive Centers Are Especially Vulnerable Without SOPs: Scuba diving combines humans, complex equip- ment, and unpredictable environments. That’s a dangerous mix if processes live only in people’s heads. I don’t know if you’ve met people before, but I have, and they are scary. Especially underwater! For example: A missed O-ring check can delay or cancel a dive ▪ Different instructors running briefings differently can ▪ confuse guests New staff may hesitate to ask questions in fast-paced sit- ▪ uations SOPs reduce those risks by removing guesswork. Our SOP explains that we have spares onboard like O-rings, BCDs,
regulator systems, etc. The staff know to check the spares before the boat departs because it’s in BOLD in the SOP. We all know that Mr. Murphy shows up out there at some point, but the better prepped we are for his visit, the better our outcome will be. Core Areas Where Dive Centers Need SOPs: Most suc- cessful dive centers focus their SOPs on a few critical areas rather than trying to document everything at once. Re- member, this thing must be digestible! If you show up to your next staff meeting with 500 pages of SOPs and expect the staff to read, understand, and implement soon... I’ve got some ocean front property that you will be interested in! 1. Equipment Handling and Maintenance: Clear SOPs for tank filling, compressor operation, gear rinsing, and storage protect both divers and equipment. This includes who signs off on inspections and how issues are reported. 2. Boat and Dive Operations: From loading procedures to roll calls and post-dive headcounts, SOPs ensure nothing gets skipped – even on busy days. I’ll repeat that louder. Especially on busy days! 3. Customer Intake and Documentation: Waivers, med-
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take dive centers make is creating SOPs that look great on paper but never leave the binder. Effective SOPs are: Written in plain language ▪ Short and task-focused ▪ Role-specific (instructor vs crew vs shop staff) ▪ Reviewed regularly and updated as operations evolve ▪ When staff are involved in creating SOPs, they’re far more likely to follow them. SOPs aren’t a one-time project. They evolve as equipment changes, staff grows, and lessons are learned. They should be treated as living documents – re- viewed, refined, and reinforced through training. In the end, SOPs don’t just protect divers. They protect staff, the business, and the reputation that dive centers work so hard to build. SOPs don’t make dive operations rigid – they make them resilient: When procedures are clear and consistent, teams communicate better, mistakes are caught earlier, and staff can focus on what really matters: delivering safe, memorable dive experiences. Dive BVI’s experience shows
ical questionnaires, certifications, and liability forms should follow a consistent process so that nothing is overlooked. I like to say that “we can’t have fun without paperwork!” 4. Dive Planning and Briefings: SOPs help standardize briefings while still allowing instructors to personalize them. The essentials never get missed. This allows new staff to gain confidence quickly and still be able to show off their unique personality. And it shows that briefings can still be fun and informative at the same time! A Real-World Example: How Dive BVI Benefits from SOPs: Dive BVI operates in a dynamic environment – changing weather, varied dive sites, multiple locations and a rotating mix of guests and staff. SOPs allow our team to stay aligned no matter who is leading a trip or where we depart from whether that be a boat rendezvous or from our island locations. For example, standardized boat-loading and headcount procedures mean that whether a trip is led by a senior in- structor or a newer divemaster, every-
that well-designed SOPs create a solid operational foundation, especially in fast-paced environments with changing conditions and rotating staff. They turn best intentions into repeatable action. Repeatable actions become habits. “ We are what we repeatedly do. Excel- lence, then, is not an act, but a habit ” famously noted by Aristotle. I love that quote! Conclusion: SOPs don’t make dive op- erations inflexible – they make them re- silient. They protect divers, support staff, and strengthen a Dive Center’s reputation. Most importantly, they cre- ate a stable foundation for everything
one knows exactly what “ready to depart” looks like. That consistency builds trust within the team and confi- dence among guests. SOPs also make staff transitions smoother. When new crew members join, they aren’t guessing or copying habits – they’re learning documented best practices from day one. The new staff will have already accessed this SOP in their training sessions prior to being on the boats. This is one of the first documents shared with new staff during the orientation phase. You can’t expect them to know the plays if they
PAGE TWENTY-TWO | SCUBA DIVING INDUSTRY haven’t seen the playbook. Everyone on staff should have access to your company SOP. That’s the whole point of it! SOPs Reduce Liability Without Killing the Vibe: One common fear is that SOPs will make the operation feel rigid or overly formal. In reality, they do the opposite. When staff don’t have to worry about forgetting critical steps, they’re free to focus on customer experience. Dive BVI’s SOPs act like guardrails – not handcuffs. They sup- port professional judgment while ensuring the basics are al- ways covered. This allows our staff to focus on guest comfort and readiness to dive. It actually allows us MORE time to focus on our guests. Building SOPs That Actually Get Used: The biggest mis-
that follows. Without a strong foundation to work from, you are already increasing risk in your dive center, class- room and boat operations. Procedures only work when people understand them, believe in them, and are held to consistent standards. Dive center staff are expected to do many tasks during their day, do them with a smile, and do them well. Having a proper SOP is one of the best tools to give them to increase their chances of success daily. If the staff are doing well, then I fully believe this translates to guest satisfaction as well.
Next month, we’ll explore how dive centers turn procedures into culture through a clear and practical employee handbook.
email Jeff
TRAINING
The Captain’s Real Job: Leadership, Not Just Navigation by William Cline , Publisher & President for 35 years of Cline Group, a marketing, research and advertising consultancy specializing the scuba diving industry.
I F EXTRAORDINARY SERVICE IS A SYSTEM, not a personality trait, then the boat captain is the first and most visible expression of that system in action. Long before a guest evaluates the divemaster, the boat, or even the dive site, they are subconsciously reading the captain.
that support consistency, strengthen leadership, and help dive op- erations deliver reliable outcomes in a dynamic environment.] Most dive operations understand that captains are responsible for safety. Fewer recognize that captains are also responsible
for emotional tone. In a well-run operation, the captain is not simply driving the boat – they are anchoring the entire day. The captain is expected to be first on the boat, visible, engaged, and actively checking readiness before the first guest arrives. That re- quirement is not about optics. It’s about signaling
The captain doesn’t just drive the boat. They set the emotional course of the entire dive day.
[Author’s note: This is the second of a 12-part series on how to create an ecosystem of delivering extraordinary service for any dive operation that runs a boat of any kind in any environment, tropical or not. This series represents the accumu-
lation of operational practices developed and refined over 15 years in an active dive environment. The systems described were tested in real conditions with real guests, crews, and operational pressures, evolving through continuous evaluation and improvement. Rather than theoretical best practices, they reflect proven approaches
ownership. When guests see the person in charge already present and prepared, confidence is established immediately. Confidence matters more than most operators realize. Guests arrive with varying levels of experience, anxiety, and expectation. Some are excited. Some are nervous. Some are
quietly assessing whether they made the right booking decision. The captain’s presence – calm, professional, and un- hurried – tells guests they are in capable hands. TRAINING continued
The system does not treat pre-departure briefings as a legal obligation to be rushed through. It treats them as a performance moment with purpose. A captain who delivers a briefing that is clear, confident, and engaging accomplishes three things at once: they communicate safety, establish authority, and relax the room.
That same presence sets the tone for the crew. In operations where captains disengage once the engines start, crews tend to operate in silos. When captains lead visibly, crews mirror that behavior. Interaction increases. Communication improves. Small problems get handled early, before they become large ones. Briefings are where this leadership becomes unmistakable. The Captain’s Leadership Checklist Captain leadership is not a soft skill... it’s operational risk management. A captain’s responsibility extends beyond navigation and safety procedures. The captain establishes confidence, shapes crew behavior, and defines the guest experience from arrival to departure. Operations that recognize this treat captain leadership as a system, not a personality trait. Key leadership behaviors to reinforce: Be First, Be Visible: Arrive before guests and prepare ▪ the vessel proactively. Visibility signals ownership and immediately builds guest confidence. Set the Emotional Tone: Guests take emotional cues ▪ from leadership. Calm, professional presence reduces anxiety and creates trust before anyone enters the water. Lead the Crew by Example: Engaged captains en- ▪ courage communication and teamwork. When lead- ership is visible, crews collaborate instead of operating independently. Treat Briefings as Performance Moments: A strong ▪ briefing communicates safety, establishes authority, and relaxes guests simultaneously. Clarity and person- ality improve attention and retention. Communicate Certainty in Changing Conditions: ▪ When plans adjust due to weather or conditions, ex- plain decisions clearly and confidently. Certainty pre- vents uncertainty from spreading through the group. Close the Experience Professionally: A structured ▪ disembarkation, personal thanks, and crew acknowl- edgment complete the service experience and rein- force professionalism.
This is why entertainment is not acci- dental in the briefing process. A light joke, a moment of levity, or a personable aside is not unprofessional – it is disarming. Guests who are relaxed listen better, ask better questions, and make better decisions once in the water. Leadership becomes even more critical when conditions are less than ideal. Rough seas, changing weather, or mixed- experience groups amplify uncertainty. In those moments, guests don’t want reassurance – they want certainty. A captain who adjusts plans calmly, explains decisions clearly, and maintains control prevents anxiety from spreading through the boat. The system reinforces this by making the captain accountable not just for outcomes, but for behavior. Visibility, interaction, tone, and professionalism are all observable and measurable. This removes ambiguity. Captains are not left guessing what management expects. Expectations are explicit. The closing of the trip is just as important as the opening. A professional disembarkation briefing, personal thanks, and acknowledgment of the crew completes the experience arc. Guests leave knowing who led them, who supported them, and how the day unfolded. That clarity lingers. Perhaps most importantly, this leadership model protects the operation. When captains are actively engaged, issues are documented, procedures are followed, and liability exposure is reduced. Leadership is not a soft skill in this context – it is a risk management strategy. As we move deeper into the system, one truth becomes clear: captains do not create extraordinary service alone. But without strong captain leadership, the rest of the system struggles to function. Next month, we’ll examine the role that most directly
shapes the guest experience minute by minute – the divemaster – and why treating them as anything less than brand ambassadors limits the effectiveness of even the best-designed system.
email William
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