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A SUPPLEMENT TO SAM MAGAZINE
What to know about ski area software, systems, and strategies. TECHNOLOGY
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4 TECHNOLOGY TEMP CHECK
12 FROM PAIN POINTS TO PAYOFF
Results from the 2025-26 SAM Technology Survey reveal what ski areas are saying about software, systems, and strategy, among other insights. By Katie Brinton
Six ski area case studies detail targeted tech investments that have moved the needle on operations, risk management, and efficiency. By April Darrow
ON THE COVER
24 SUPPLIER DIRECTORY
A variety of technology tools provide increasingly critical infrastructure for mountain resort operations and guest services. Cover design by Joerg Dressler.
Explore offerings and info from technology vendors and suppliers.
EDITOR’S MEMO
MORE FROM THE SAM ARCHIVES
TECH, WITH INTENTION As we analyzed the data from the inaugural SAM Technology Survey , it became clear that technology has increasingly become a strategic asset to resort operations, not just a back office utility. In the survey report (p. 4), you’ll find a candid look at how ski areas are budgeting for technology, how they’re deploying their core systems, where friction shows up most often, and how operators are thinking about AI, data, and integration. Compare your own stack, staffing, and roadmap to the benchmarks. See where you align—and where your priorities may differ. Then turn to the case studies (p. 12), which ground those themes in real-world application. From AI-enabled cameras and food waste analytics to digital incident reporting, cybersecurity monitoring, and unified HR platforms, each story begins with a specific operational pain point and follows the process through implementation to payoff. Tech investment at ski areas has grown up since the Covid days of survival-driven digitization. The conversation now is about making systems work together and getting a return on investment. Our goal with this supplement is to bring clarity to that conversation—and to give you practical insights as you decide what’s next.
AI ON THE HILL How ski areas are experimenting with artificial intelligence tools in mountain operations. TECH UPLIFT A look at four resorts that are modernizing their tech stacks, soft- ening internal resistance to create experiences with less friction. DIG DEEP ON DATA How to use AI to mine your data cache and unlock insights. STAYING CONNECTED As connectivity plays an increasingly important role in operations, here’s how resorts are improving communications infrastructure. FINDING FRAUD Credit card scams are on the rise, forcing many ski areas to learn how to recognize and manage fraudulent purchases.
>> READ THESE ONLINE: WWW.SAMINFO.COM/ TECHNOLOGY
Katie Brinton, Sr. Editor katie@saminfo.com
TECHNOLOGY TEMP CHECK
What ski areas are saying about software, systems, and strategy.
Results from the 2025-26 SAM Technology Survey show ski areas are spending more on tech and treating it as a strategic asset, with a focus on integration, guest-facing tools and data-driven investment—even as cost pressures, staffing limits, and vendor constraints persist.
theme emerges: Investments are most valuable when they improve through- put, safety, or operational control in visible ways. Methodology. SAM collected 76 responses from ski area profession- als representing a broad mix of ski area sizes (by annual skier visits) and regions across the U.S. and Canada, plus a small number of international respon- dents. Results were aggregated and reported anonymously. Question-level bases vary because, as with any survey, some questions have a small number of non-responses. This report explores what ski areas said about where they are investing, what’s holding them back, what’s deliv- ering measurable wins, and how they see AI evolving. Throughout, we break results out by ski area size (Small, less than 100k visits; Medium, 100k-249k visits; Large, 250k-499k visits; and Extra Large, more than 500k visits). Subgroup bases can be modest in size, so subgroup findings should be read as directional only.
BY KATIE BRINTON, SENIOR EDITOR, SAM
At the same time, many ski areas are trying to modernize with small teams in complex, multi-vendor ecosystems with a resulting integration burden. In some cases, this means ski areas can be slower to update and maintain their tech and devote less energy to formal, long-term planning. Even so, ski areas are explor- ing new, future uses for technology as the possibilities continue to grow. AI is one obvious avenue, but there are sever- al others as well. Throughout the survey, another
The Covid-driven wave of digital adop- tion hasn’t slowed for North Ameri- can ski areas. In fact, according to the 2025-26 SAM Technology Survey , ski areas are now spending more on tech- nology as they see pandemic-era tech investments paying off. More than 8 in 10 respondents to the survey said their technology budgets have in- creased over the last three years, and nearly two-thirds rate technology as strategically important (a 4 or 5 on a five-point scale).
“WE TEND NOT TO BE THE FIRST TO SIGN ON TO NEW TECH OR IMPLEMENT UPDATES ... IF NOT TOTALLY NECCESSARY. WE PREFER TO MAKE SURE THE TECH IS STABLE.”
BUDGETS UP At the national level, the story is clear: technology budgets are rising. Eighty- five percent of respondents said their technology budget has increased signifi- cantly or modestly in the last three years. Budget growth is paired with a more favorable view of technology within organizations, with 64% of respondents rating technology a 4 or 5 in importance on a 1–5 scale, with medium, large and extra-large resorts more likely than small resorts to view technology as of signifi- cant importance to their organization. 1. Importance of tech rated 4 or 5 on a 1-5 scale (by size)
function. Extra-large ski areas are more likely to have corporate IT support (63%) than small ones (32%). Training. Many respondents do not provide or require outside IT-specific training or continuing education for IT staff. Among respondents who answered the question, about half (48%) said that they do provide or require such training. Maintenance policies. Nearly three-quarters of respondents said they have a standard policy for keeping sup- ported hardware, operating systems, and security patches up to date. Almost all large and extra-large ski areas (88%) have policies for keeping up to date, but only about half the small areas (54%) do. Medium-sized ski areas sit close to the average at 78%.
Up-to-date systems. Regardless of policy, two-thirds of respondents said that they would consider 74% or more of their systems and infrastructure up to date. (See chart 2, below left.) Small ski areas are less likely than the average to have at least three-quarters of their systems and infra- structure up to date, while medium, large, and extra-large are more likely. When asked in an open-ended ques- tion why some systems aren’t up to date, cost was the most common theme among those who responded, with 38% mentioning cost or budget. Responses often included multiple themes. Vendor limitations and third-party dependen- cies were frequently cited (21%), along with hardware/OS lifecycle constraints (19%) and staffing/time limitations (13%). Compatibility or legacy depen- dencies showed up as well (12%). There were some differences by size. For example, small ski areas that pro- vided comment cited staffing/time and hardware/OS constraints more often than other cohorts. Large ski areas more often mentioned vendor dependency and cost. One respondent from a medium ski area broke it down to “cost and function- ality. … We tend to not be the first to sign on to new tech or implement updates as soon as available if not totally necessary. We prefer to make sure the tech is stable and bugs are corrected before updating or implementing.” Another highlighted “time and avail- ability of staff and competing priorities” as key obstacles. Technology roadmap. When asked if they have a multi-year technolo- gy roadmap or master plan, respondents were divided: 29% (mostly extra-large) said yes, 29% no, and 41% said “some- what.” Small ski areas skewed toward “somewhat” or “no.” » continued
100
100%
80
68%
65%
60
46%
40
20
0
2. More than 74% of systems up to date (by size)
SMALL: MEAN 3.56 MEDIUM: MEAN 3.78
LARGE: MEAN 3.89 EXTRA LARGE: MEAN 4.88
100
About 39% of respondents reported spending 1–3% of their annual operat- ing budget on technology. Another 32% spend 3–5%. The 1–5% range is common across resort sizes, although a few larger operations reported higher percentages. CAPACITY Headcount is more variable. Overall, 51% said their ski area has 2–5 dedicated IT/tech staff, while 18% reported having 0-1, with small ski areas (58%) far more likely to operate with 0-1 dedicated IT staff. In perhaps a reflection of ski area consolidation, 43% of respondents have support from a central or corporate IT Share of resorts in each size segment rating technology importance 4 or 5 on a 5-point scale, with 1 being “not important” and 5 being “most important.” Mean score shown in key.
86%
80
74%
68%
60
50%
40
20
0
SMALL: 50% MEDIUM: 74%
LARGE: 68% EXTRA LARGE: 86%
Share of resorts in each size segment reporting that more than 74% of their systems are up to date. Percentages are within each size group.
STACK STRATEGY Deployment models for core operation- al systems tend to lean cloud-based. More than half of respondents said their core systems are primarily cloud-based or fully cloud-native. Another 38% said their sys- tems are primarily on-premise with some cloud components.
simplicity. Best-of-breed is the most common approach: 49% reported using different vendors for different functions. All-in-one platforms are the second most common strategy at 29%, while 10% of respondents build or customize systems in house, and the remaining respondents were unsure or have strategies that vary by department. Best-of-breed adoption rises sharply with resort size, with 33% of small resorts utilizing this strategy, 39% of medium resorts, 68% of large resorts, and 86% of extra-large resorts. The inverse is also true: Small ski areas are far more likely to prefer all-in-one platforms (46%) than large areas (11%). This suggests that big- ger organizations are choosing flexibili- ty and specialized capabilities, but they also anecdotally report more challenges with integration and vendor limitations. While smaller resorts, which tend to have fewer dedicated IT staff, seem to prefer all-in-one solutions. There are also procurement and administrative dimensions to stack strat- egy. Best-of-breed can reduce dependence on any single vendor, but it increases vendor management overhead: con- tracts, renewals, security reviews, sup- port escalation paths, and the ongoing work of keeping integrations functional as products evolve. All-in-one can reduce that overhead, but it concentrates risk if the platform lags on a critical feature or the vendor’s roadmap does not align with the resort’s needs.
complex environments with legacy sys- tems, local infrastructure investments, or specific physical operational func- tions that are not yet fully cloud-ready. For example, a ski area might run cloud- based commerce while keeping certain operational or identity systems on-site, especially when connectivity, latency, or legacy constraints exist. Tech stack. Not surprisingly, among the current systems, software, and hard- ware in use at resorts, e-commerce or online booking platforms is the most common (92%), followed by digital waivers or forms (88%), finance and accounting technology (86%), and F&B systems (84%). (See chart 4, below.) Use of drones or remote sensing (24%), enterprise resource planning (28%), and AI tools (37%) ranked lowest among tech currently being used, but were also all in the top six (out of 17) technologies that respondents said they are “considering,” led by drones/remote sensing at 36%. The next wave of tech adoption appears geared toward operational effi- ciencies. The top technologies ski areas are currently “testing” include AI tools (24%); automation tools for operations, staffing, and reporting (21%); enter- prise resource planning (12%); and dashboard/data visualization tools and drones/remote sensing, tied at 11%. Best-of-breed vs. all-in-one. When it comes to technology acquisition, ski areas are balancing flexibility against
3. How are your core operational systems currently deployed?
3%
8%
38%
44%
7%
Cloud deployment is notably more common among small areas, with 71% primarily cloud-based or fully cloud-na- tive. More than half of medium-sized respondents also fall into these catego- ries. Large resorts tend to be hybrid: 74% reported their systems are primarily on-site with some cloud components. This tendency toward hybrid solu- tions at larger ski areas may reflect more PRIMARILY CLOUD-BASED (VENDOR OR THIRD-PARTY HOSTING): 44% FULLY CLOUD-NATIVE (NO ONSITE SERVERS): 7% PRIMARILY ON-PREMISE WITH SOME CLOUD COMPONENTS: 38% FULLY ON-PREMISE (HARDWARE HOSTED AT RESORT): 8% NOT SURE: 3%
4. Technologies already in use (>50% adoption):
E-COMMERCE / ONLINE BOOKING PLATFORMS:
92%
DIGITAL WAIVERS / FORMS:
88%
FINANCE & ACCOUNTING:
86%
FOOD & BEVERAGE SYSTEMS:
84%
CLOUD INFRASTRUCTURE & STORAGE:
79%
RENTAL MANAGEMENT SOFTWARE:
76%
HUMAN RESOURCES:
76%
Percent of respondents who indicated each technology is already in use at their resort. Only technologies with greater than 50% adoption shown. Multiple selections allowed, so totals do not sum to 100%.
SNOWSPORTS SCHOOL / LESSON MANAGEMENT SYSTEMS:
75%
RFID ACCESS CONTROL / GATES:
67%
DASHBOARDING / DATA VISUALIZATION TOOLS:
61%
DYNAMIC PRICING / YIELD MANAGEMENT TOOLS:
57%
MOBILE APPS / GUEST PORTALS:
55%
0
20
40
60
80
100
5. Where do you experience the most friction with your core systems?
SYSTEMS ALIGNMENT AND FRICTION
Vendor limitations is the most common friction point for small (35%), medium (39%), and extra-large (57%) ski areas.
To gauge how well today’s tech stacks are performing, we asked two questions: one about core systems’ overall alignment with operational needs, and one about where resorts feel the most day-to-day friction with their core systems. Most respondents (56%) said their core systems align well or very well, but a large share (39%) described alignment as only adequate, while a small group (6%) said their systems align poorly or very poorly. Extra-large and large ski areas are the most confident, with 68% reporting that their systems align well or very well. Small- and medium-sized ski areas are less likely to rate alignment that highly, each essentially split between well/very well and adequate. When asked where friction shows up most, the top answers point outward to vendor ceilings and system-to-system connectivity, more than inward to pro- cess issues. (See chart 5, right.) Broken down by size, the main source of friction varies in a way that mirrors stack strategy. Large resorts over-index on integrations (50%), consistent with
40
DATA MANAGEMENT AND INTEGRATION
37%
Responses to a question about how ski areas approach data management sug- gest a landscape that is still in transition: 35% of respondents already have a uni- fied system for reporting and analytics across departments, 38% are developing one, and 25% don’t have a centralized data strategy. A small segment, 3%, said they outsource data management to a third party. Splitting the data by size shows that only 17% of small and 26% of medi- um-sized ski areas have a unified sys- tem for reporting and analytics across departments compared to 50% of large and 86% of extra-large ski areas. Where will future tech investments focus? Among the top three options cho- sen by respondents, two are more inter- nal—integration and data flow between departments (54%), and analytics and dashboards (42%)—with guest self-ser- vice/mobile experiences (52%) right between. (See chart 6, below.) » continued
30
24%
20
15%
14%
10
10%
0 VENDOR LIMITATIONS: 37% INTEGRATIONS: 24% INTERNAL PROCESSES: 15% STAFF TRAINING: 14% OTHER: 10%
more complex, best-of-breed environ- ments. Small resorts are relatively more likely to cite staff training (22%), rein- forcing the idea that bandwidth can be as constraining as the tools themselves.
6. Where should future technology investment focus?
60
Percent of respondents who indicated each category should be a focus for future investment. Only top five selections shown. Multiple selections allowed, so totals do not sum to 100%.
54%
52%
50
42%
40
36%
36%
30
20
10
0
IMPROVING SYSTEM INTEGRATION AND DATA FLOW BETWEEN DEPARTMENTS
ENHANCING GUEST SELF-SERVICE AND MOBILE EXPERIENCES
ANALYTICS AND DASHBOARDS
STAFF EFFICIENCY, TRAINING, AND COMMUNICATION TOOLS
MOUNTAIN OPS TECHNOLOGY (SNOWMAKING/GROOMING/ LIFTS/PARKING)
“TRANSITIONING MORE PRODUCTS ONTO OUR E-COMMERCE PLATFORM HAS DRASTICALLY IMPROVED GUEST FLOW AND STREAMLINED STAFF WORKDAYS.”
Current challenges. The invest- ment priorities line up with what respondents said is hardest today. In an open-ended question about the biggest technology challenges they face, inte- gration/data flow was the most common theme, with approximately a quarter of respondents to the question citing it. “We’re working with a disjointed sys- tem of F&B, spa, mountain, and lodging that don’t talk to one another, limiting our ability to provide a comprehensive experience—and comprehensive CRM,” said one respondent from a medi- um-sized ski area. Respondents used the term “integra- tion” to mean different things depending on their environment and the nature of their operation. Some referred to the flow of data from point-of-sale systems to e-commerce, while others identified a broader need for ticketing, lessons, rent- als, F&B and other departments to all share the same customer view. Some talked about analytics as a downstream of integration: “We collect significant amounts of operational data … yet there is no unified system that inte- grates across the resort to keep and ana- lyze this data,” a respondent from a large ski area said. Other consistent challenges high- lighted in the open-ended comments include cost, organizational alignment,
change management, connectivity, and pace of change. Small ski areas that responded to the question about biggest tech challenges more frequently cited connectivity and infrastructure as obstacles, followed by cost, while large ski areas were more likely to focus on integration/data flow. MEASURABLE WINS While there are constraints, surveyed ski areas have had many tech implementa- tion wins. Most respondents were able to describe a technology investment or investments that led to measurable improvements in efficiency, safety, or guest satisfaction. The strongest through- lines are investments that reduce friction in guest flow and purchasing, especially where the benefit is tied to throughput. Among the top impactful investments cited in the open-ended
responses were RFID and ticketing solu- tions and e-commerce platforms. “Transitioning more products onto our e-commerce platform has drastical- ly improved guest flow and streamlined staff workdays,” said one medium resort respondent. “RFID gate access, ticket kiosks and direct-to-lift products brought efficiency gains,” said another. Several comments also pointed to operations tools—such as snowmak- ing automation, grooming technology, maintenance systems, and ops analytics dashboards—and more generally toward AI or automated processes as efficiency multipliers. (See chart 7, below.) ARTIFICIAL INTELLIGENCE AI is no longer theoretical for a grow- ing share of ski areas. Nationally, 37% of respondents said they are already using AI tools (e.g., chatbots, forecasting, per-
7. Impactful Technology Investments
RFID/ACCESS CONTROL & TICKETING:
24%
E-COMMERCE/ONLINE SALES:
22%
POS/PAYMENTS:
19%
KIOSKS/PICKUP BOXES/SELF-SERVICE HARDWARE:
15%
ERP/SYSTEMS INTEGRATION:
13%
OPS/MAINTENANCE/OPS ANALYTICS:
13%
SECURITY/SURVEILLANCE/CYBER:
13%
HR/SCHEDULING/WORKFORCE:
11%
AI/AUTOMATION TOOLS:
9%
0
5
10
15
20
25
Open-ended responses to a prompt to “describe a technology investment that has measurably improved your efficiency, safety or guest satisfaction” were coded into themes; a single comment could be tagged to multiple themes. Percentages are based on total responses to the question.
sonalization), and many more report that they are testing or considering AI. While adoption is highest among extra-large resort respondents (75%), the interest in AI tools appears to be growing in all size segments, with 43% of medi- um resorts testing the tools and 43% already using them, and 42% of small resorts considering AI tools even though only 19% reported that they are current- ly using them. Among large resorts, 37% are already using AI tools, while another 21% are testing them. When asked to look ahead, resorts see AI’s impact clustering around guest service and operational decision support. (See chart 8, right.) WHAT’S NEXT Responses to an open-ended question on tech trends and innovations about which respondents are excited reinforces the potential they see in AI to improve guest communications, and support opera- tions, monitoring, and reporting. “Obviously the big one is the poten- tial in efficiencies, reporting, operations, targeted interventions, etc., that AI can be utilized for,” said one medium resort respondent. “AI in general, especially support operations like guest-facing chatbots,” said another. A few temper their enthusiasm with caution. For example, one large resort respondent is excited about the poten- tial for AI in supporting call center needs, but noted that they’ve been wary to implement the technology thus far because of “legality concerns.” Other responses to the question map against the opportunities raised through- out the survey, with a focus on integra- tion, guest experience and analytics. Integration. Other than AI, respon- dents are looking forward to greater interoperability across their systems. One medium resort respondent is excit- ed about “More ‘all in one’ POS systems that integrate data analytics and CRM.” “Integrated ski area systems seem to be moving in the right direction,” observed a small resort respondent. Guest self-service. Resorts are also excited about opportunities to reduce friction in the guest journey, from access control to communication.
8. In which areas of your resort could AI have the most impact in the next 3-5 years?
67%
49%
33%
0
20
37%
42%
40
60
80
GUEST SERVICE AND COMMUNICATION: 67% DATA ANALYTICS AND FORECASTING: 49% DYNAMIC PRICING AND YIELD MANAGEMENT: 42%
MARKETING AND PERSONALIZATION: 37% WORKFORCE SCHEDULING AND OPTIMIZATION: 33%
Percent of respondents who indicated a category was one in which AI could have a high near-term impact at their resort. Only top five selections shown. Multiple selections allowed, so totals do not sum to 100%.
One respondent from a small ski area is watching “the evolution of no-touch gates and streamlining the guest experi- ence overall.” A large resort respondent is similarly excited about the prospective ability to “Deliver a seamless, app-enabled guest experience (lift access, snow reports, messaging…).” Ops tools. A smaller set of com- ments highlighted ops tools like snow- making and grooming technology and risk management tools like lift terminal cameras, consistent with the broader theme that investments are most valuable when they improve throughput, safety, or operational control in visible ways. For vendors and partners, the impli- cation is consistent with the rest of the survey results: ski areas don’t just need features; they need interoperability,
integration-friendly product design, and clear roadmaps. The challenge for ski areas is investing in the foundations of data collection, data policies, and staff bandwidth that make their software and systems pay off. CLOSING NOTE Thank you to the participating ski areas and respondents for sharing your time and insight. We hope this report helps operators benchmark their own tech- nology position and see where peers are finding measurable wins. SAM is grateful for the group of ski area tech experts who helped us fine-tune the survey and assess the aggregated and anonymized results. Further, analysis of quantitative find- ings and open-ended comments was support- ed by an AI tool developed by Eternity.
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FROM PAIN POINTS
TO PAYOFF
Six ski area case studies show how targeted tech investments moved the needle on operations, risk, and efficiency. BY APRIL DARROW
A t most ski areas, new tech investments start with a frustration: a cumbersome camera system, paper mainte- nance logs that leave gaps, unaccounted food waste, or in- cident reports that fall through the cracks. Ski areas often aren’t out to modernize for modernization’s sake—they are trying to solve specific problems.
In each case featured here, ski area operators iden- tified a pain point, evaluated their options, and made a targeted investment that changed how work gets done— with measurable results. These case studies offer insights into what that process looked like, and what other resorts might take from it.
CRYSTAL MOUNTAIN, WA: AI-ENABLED SECURITY CAMERAS
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
Cumbersome security cameras with slow retrieval and limited visibility Hybrid cloud, AI-enabled camera system IT, security, operations, risk management Faster incident review, reduced theft, improved risk mitigation
in minutes. Crystal opted to standardize on the 30-day storage option, partially because of cost. After 30 days, clips can be pulled and saved to the cloud. “It would take two to three hours to find and extract ten minutes of video ... and you couldn’t easily view history on the camera.” The system offers a host of features, some that Crystal has enabled only on certain cameras, such as one that counts people coming into a day lodge, so staff can gauge volume and be notified when a space is too crowded. A few cameras are also set up on lift lines to assess crowds,
as well as some on the road into the main base area to count incoming cars, most- ly during summer months. “If there are 1,000 cars coming in, but we only sold 600 scenic gondola tickets, we want to know, ‘where’s the miss?’” says Turner. A few cameras scan the main plaza of the mountain between midnight and 4 a.m. and send alerts for motion. “It also detects animals,” says Turner, “which is a feature that we turned off.” Motion detec- tion is set up on cameras in the server room, and Turner gets notified whenever somebody walks in. Turner has found the AI tools to be among the best features. Among other things, they enable Crystal to identify somebody and track that person through
It was painful to pull footage from Crystal Mountain’s old security cam- eras when needed. “It would take two to three hours to find and extract ten minutes of video,” says IT director Perry Turner. “And you couldn’t easily view history on the camera.” To address the issue, Washington’s Crystal Mountain replaced the cum- bersome system with Verkada security cameras, which work on a hybrid cloud model, storing video locally on a device’s internal storage for 30, 60, or 120 days and using the cloud for management, remote access, and AI-powered analyt- ics. The system eliminates the need for separate servers or network video record- ers (NVRs) and allows video to be pulled
all other occurrences that day at the resort. “It’s not ‘facial recognition’ because we can’t identify the person (by name), but let’s say someone orders drinks from a bar and takes off—it can highlight their face on camera, and if you’re quick enough, you can catch them,” he says. The cameras have reduced theft in retail stores and public spaces, where the resort has been able to recover equipment stolen off racks. Security is assigned to watch the racks at certain times of the day, so they can act immediately. The technol- ogy has also been used for staff training at the resort, with lift managers able to mon- itor employees while on-the-job.
Because the cameras monitor Crys- tal’s lift loading and, in some cases, offload- ing areas, the resort has also been able to mitigate potential lawsuits. For example, when a teen goofing around misloaded a chairlift, it was easy to pull up footage and show parents what happened, Turner says. In seven years, the resort has gone from six security cameras to 120, first concentrating on ski racks, then moving to other populated spaces. The cameras are PoE-based (power over ethernet) and get power over the network connection through a single ethernet cable, which eliminates the need for separate power cords and simplifies installation where
outlets aren’t available. Roll out and adoption was easy, Turner says. “You plug them in, they boot up, and you’re online.”
WHAT CHANGED
• Video retrieval time dropped from hours to minutes. • Cameras now support theft recovery and staff training. • Lift loading and public areas are monitored to reduce liability. • Crowd and vehicle counting added new operational insights.
BLUE MOUNTAIN RESORT, ON: A FOOD WASTE REDUCTION TOOL
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
Reliance on assumptions in F&B operations AI-enabled food waste tracking system with scale, camera, and analytics Food and beverage, events, sustainability Reduced food waste, improved efficiency, data-backed decision-making
Kitro’s hardware is installed directly in a kitchen and connected to Wi-Fi. Once live, the system largely runs itself. A staff member enters daily guest counts, which allows the resort to track waste per guest, says Tiffany McPhatter, director of food and beverage services. Kitro staff meet with the resort team every few months to review data, highlight trends, and suggest targeted actions. The system is also moved seasonally to match volume: during peak winter operations, it’s installed in the shared kitchen for The Pottery and Jozo’s, two of the resort’s busiest restaurants; in spring and summer, it’s relocated to the conference-center kitchen, where high-volume events are handled. Kitro provides both high-level and granular data, including total food waste by weight, edible versus inedible waste, waste by food category (protein, starch, vegetables, desserts), waste per guest, waste by time of day or service, and trend analysis over time. All data is processed in the cloud and displayed through an online dashboard. “We can filter data, depending on what we are try-
ing to understand,” says McPhatter. For example, focusing only on plate waste or isolating a particular menu item. “In restaurants, we are often looking at portion sizes and plate waste, while in conference settings, we focus on over- production and guest consumption pat- terns,” she adds. “Our goal is to identify practical changes we can implement in a busy resort environment.” “Instead of guessing where waste is happening, we are able to see it clearly, test solutions, and validate whether those changes actually work.” Some wins: At breakfast, toast por- tions were reduced from two slices to one, cutting waste and improving efficiency. At Jozo’s, analysis revealed consistent French fry waste, prompting a switch to a slightly smaller serving vessel. “Guests didn’t notice the change, but waste decreased meaningfully,” says Rooney. »
To move past assumptions and get a more data-driven picture of its busy food and beverage operation, Ontario’s Blue Mountain implemented Kitro, an AI-enabled waste-reduction system designed to measure and analyze food waste in commercial kitchens. The tool has helped the resort reduce food waste, further sustainability goals, and increase operational efficiency. Kitro combines a smart scale, camera, and cloud-based analytics. When food waste—either plate or prep—is discard- ed into a compost or waste bin placed on the Kitro scale beneath a mounted cam- era, the system automatically records the weight, captures an image, and time- stamps the event. AI then analyzes the photo to identify what type of food is being discarded, how much of it there is, and whether it’s edible or inedible. The system can distinguish, for example, between a half-eaten cheeseburger and a pile of eggshells. The edible food waste data provides the most valuable insights, says Blue Mountain sustainability ana- lyst Tori Rooney.
WHAT CHANGED
Blue is also seeing a return in lower food purchasing costs, improved por- tion control, and more efficient kitch- en operations, Rooney adds. “There are also broader benefits, including reduced environmental impact, better alignment with sustainability goals, data-backed decision-making rather than assump-
tions, and increased staff awareness around waste. “It has shifted our approach from reactive to proactive,” says Rooney. “Instead of guessing where waste is hap- pening, we are able to see it clearly, test solutions, and validate whether those changes actually work.”
• Waste per guest is measured and monitored over time. • Portion sizes were adjusted based on real waste data. • Staff awareness around food waste increased.
ARCTIC VALLEY SKI AREA, AK: AUTOMATED MAINTENANCE MANAGEMENT
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
Hard-to-track and -reference paper work orders and maintenance logs Mobile CMMS platform with QR code integration Operations, maintenance, facilities Centralized maintenance records and improved staff efficiency
Limble can generate QR codes linked to individual assets, and Arctic Valley has created customized codes for each of its snowcats. When scanned, the code opens a work order specific to that machine. Non-registered staff can also submit maintenance requests by scanning a QR code with their own device. The system can be built out to track parts inventory as well. Arctic Valley has entered parts for two older Riblet double chairs into the platform, allowing staff to link directly to the Doppelmayr website “We now have one central place for all serial numbers, model numbers, warranties, and web links to parts books. I spent stupid amounts of time having to look that stuff up before.” to place orders and track what’s already in stock. “That will be helpful before we start a rebuild,” Robinson-Wilson says. “The number one thing I appreci- ate about it,” he adds, “is that we now have one central place for all serial num- bers, model numbers, warranties, and web links to parts books. I spent stupid
amounts of time having to look that stuff up before.” Facility maintenance has also been brought into the system, includ- ing upkeep for several public-use cab- ins. Tasks such as checking restrooms and propane tanks are programmed as recurring events, triggering automat- ed reminders twice a week. Staff have been happy to have a list of priorities, says Robinson-Wilson. “They can be a little more self-directed—and a manag- er doesn’t have to remember the ‘three things for you to do today.’” While the ski area has only scratched the surface of what the system can do, Robinson-Wilson sees long-term value in continuing to build it out. “We’re still transitioning in some ways,” he says. “But I look forward to having it fully rolled out by next summer, so we can say, ‘Anytime you’re touching anything, it’s a work order in Limble.’”
Alaska’s Arctic Valley was looking for a better system to track maintenance on the spring boxes of its main T-bar. Paper work orders and maintenance logs made it difficult to see when the equipment had last been serviced or rebuilt. To streamline the process, the ski area started using Limble, an AI- based mobile CMMS (computerized maintenance management system) app created specifically for mainte- nance professionals. The platform stores essential data such as maintenance records, operat- ing manuals, and vendor and inventory information. It requires some human effort up front to build out the system, but now, if something goes wrong on a spring box, for example, work orders, maintenance logs, and steps for rebuild- ing and servicing are all in one handy place, says GM John Robinson-Wilson. The system is used by the ski area’s two full-time mechanics, mountain manager, facilities maintenance manag- er, and Robinson-Wilson. Staff communi- cate in real time through the app using refurbished iPhones purchased specifi- cally for the job and carried in harnesses. Managers assign and monitor detailed work orders, and staff update progress as they go, reducing miscommunication and improving efficiency.
WHAT CHANGED
• QR codes link assets directly to digital work orders. • Maintenance history and manuals are centralized in one system. • Recurring facility tasks are automatically scheduled, and reminders sent.
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TELLURIDE, CO: A CUSTOM-BUILT INCIDENT MANAGEMENT SYSTEM
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
Paper-based incident reporting with manual follow-up Custom system integrating ArcGIS Survey123 and Microsoft Power Automate Risk management, ski patrol, HR Automated reporting, better data visibility, fewer missed follow-ups
“We went from using multiple manual and digital processes to one system. It has allowed us to automate and digitalize the entire incident management process.” via QR codes posted around the resort. When a report is submitted, the system automatically emails the employee with details about next steps and alerts Thom- as, who can determine how to proceed from the employer’s standpoint. of key metrics such as the number of incidents, days-away calculations, and days transferred or restricted. Power Automate then sends emails and texts to risk management, the injured employee, and the designated provider, automati- cally adds incidents to the OSHA 300 log, and emails an updated version of the log to risk management every seven days. Employees can access the form Automating the process has changed reporting behavior. “It used to be that we’d only get a paper report if they were injured and going to a doctor,” says Thomas. “Now we get more reports of near misses.” That increase in data has supported broader workplace safety efforts, allowing the resort to identify and mitigate hazards before they lead to repeat incidents. “We’re able to quantify more slips, trips, and falls, and can better stay on top of hazards,” he adds. The system has been rolled out to patrol as well. Patrollers use Dashboard in lieu of a QR code to create and man-
age an incident report, which is collect- ed through Survey123. Power Automate then generates follow-up emails to perti- nent departments, be it the ticket office for a waiver, lift ops, the rental shop, ski school, or risk management. All informa- tion is stored in a single database. The automated response system has saved significant time, says Thomas. “Rather than me trying to notify each department that something happened related to their department, it’s automat- ic, so we can do data collection quickly, and there are less things falling through the cracks.” Telluride has also adapted the same tools to manage camp registration, inter- nal text messaging, lost guest location, and waivers. Building custom systems required time and internal expertise, but the payoff has been flexibility and scale. “In my experience, moving to digital platforms, you end up with four, five, six different vendors, and it gets expensive, so resorts hold back and stay with paper,” Thomas says. “It’s not about convincing resorts to go digital, it’s about helping them take the first step.”
At Telluride Ski & Golf in Colorado, incident reporting was a patchwork of paper forms, emails, and discon- nected digital tools. By integrating ArcGIS’s Survey123 and Dashboard programs with Microsoft Power Auto- mate, “We went from using multiple manual and digital processes to one system,” says risk management di- rector Matt Thomas. “It has allowed us to automate and digitalize the en- tire incident management process.” The snowmaking department had already been using ArcGIS for mapping when Thomas joined the resort six years ago. He was introduced to ArcGIS Sur- vey123, a form-centric data-gathering tool used to collect and analyze infor- mation—similar to Google or Microsoft Forms, but more robust, he says. Looking to move away from paper, Thomas began using Survey123 to collect employee injury reports. While it worked well for gathering information, managing the workflow around workers’ compensa- tion claims remained manual. Enter Power Automate, a cloud-based service that creates automated work- flows between apps and services. It con- nects Microsoft tools such as Outlook, Teams, and SharePoint with third-party applications to automate tasks like data entry, file synchronization, and notifica- tions. Power Automate and ArcGIS can be integrated so that when a survey is submitted in Survey123, a workflow—or “flow”—is triggered in Power Automate. At Telluride, the flow works like this: Survey123 collects an initial inju- ry report and subsequent claim updates. That information feeds into Dashboard, which provides a visual, on-screen view
WHAT CHANGED
• Incident reports are digitalized and centralized. • Automated notifications replaced manual follow-up. • Near-miss reporting has increased safety awareness. • OSHA logs and dashboards are updated automatically.
TIMBERLINE, OR: 24/7 CYBERSECURITY
Escalating cyber threats and limited internal capacity for 24/7 monitoring Managed detection and response (MDR) cybersecurity service IT, marketing and sales, risk management Improved operational resilience and reduced cyber risk
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
In 2020, the resort implemented man- aged detection and response (MDR) cybersecurity software as part of a proac- tive approach to protecting its systems. MDR combines continuous, automat- ed threat detection with expert human analysis, providing 24/7 monitoring and rapid incident response. A cost analysis of the internal resources required to manage this level of risk clearly favored a third-party MDR solution, says Burton. The investment required specialized staff expertise, 24/7
For Timberline Lodge, Ore., the grow- ing volume and sophistication of cy- ber threats made security less of an IT concern and more of an operational one. “The rapid escalation of cyber- crime made advanced threat detec- tion a business imperative rather than a ‘nice to have,’” says director of marketing John Burton. “Like most organizations, we were seeing con- stant network intrusion attempts, of- ten numbering in the thousands each day.”
“The rapid escalation of cybercrime made advanced threat detection a business imperative rather than a ‘nice to have.’”
monitoring, and ongoing hardware and software investments. Using an outside
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provider allowed internal teams to focus on other competencies. Timberline doesn’t publicly disclose its security vendors, but Burton says the resort “leverages a best-in-class MDR solution.” While many MDR platforms have similar core capabilities, there can be meaningful differences in response automation, threat intelligence, and how services are operationalized, he says. “Having a trusted partner with deep expertise, clear escalation paths, and strong accountability makes a real dif- ference in day-to-day security outcomes. Our focus has been on outcomes includ- ing strong visibility, rapid response, and continuous improvement.” Implementation was led internal- ly by the resort’s IT department, with direct support from the MDR provider. The Timberline team oversaw require- ments, integration, and alignment with resort operations and security protocols, while the MDR partner provided special- ized expertise. “This hybrid approach
allowed us to retain internal ownership without needing a large in-house securi- ty staff—a practical and scalable model for many resorts,” says Burton. What stands out most, Burton says, is the system’s ability to operate con- tinuously and autonomously. The plat- form detects, evaluates, prioritizes, and isolates threats in real time, triggering automated containment actions—such as isolating affected endpoints or quar- antining suspicious files—and alerting Timberline’s IT team and managed ser- vice provider around the clock. The human element remains critical. “Ongoing staff training is a critical part of our cybersecurity program,” says Burton. Timberline conducts regular awareness campaigns and simulated cyber scams to help employees recognize phishing, social engineering, and other common threats. These exercises allow the resort to measure awareness, identify gaps, and refine its training approach. The impact of avoiding a breach is
difficult to quantify, but the risk is clear. A significant cyber incident can disrupt e-commerce, email, credit card processing, point-of-sale systems, property manage- ment systems, and communications for weeks. “Cyber incidents place enormous strain on employees, disrupt the guest experience, and depending on severity, can expose the organization to legal risk while causing long-term damage to brand trust,” Burton says. “From that perspective, MDR is not just an IT investment, but a critical component of operational resilience and business continuity.”
WHAT CHANGED
• Continuous, automated threat detection was implemented. • Outside expertise mitigated the need for specialized in-house staff. • Faster response and containment of potential threats.
Smarter Ropeways through AI Partnership
skadii has entered into a strategic partnership with Bluecime , a leading French AI and image recognition specialist. The collaboration integrates advanced AI capabilities into skadii’s digital workspace and its suite of digital tools, enabling ski resorts and urban ropeway operators to run their operations more efficiently, transparently, and safely.
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SIERRA-AT-TAHOE, CA: AN ALL-IN-ONE HRIS PLATFORM
Multiple HR platforms and high compliance risk in California All-in-one HRIS and payroll platform HR, payroll, hourly employees Improved compliance, fewer payroll errors, streamlined HR operations
PAIN POINT: NEW TOOL: STAFF IMPACTED: PAYOFF:
our complicated ski school scheduling, time and attendance, and payroll works well,” says Stearns. “Some of the big PAGA concerns like paid lunch awards (meal penalties) are all automatic. The employee has total control of their time- card (no supervisors can modify times, only managers) so it takes much of the pressure off if there were a wage-and- hour suit.” Employees can access the system
For Sierra-at-Tahoe, managing pay- roll, scheduling, training, and internal communications across multiple sys- tems had become increasingly inef- ficient—and risky in California, where wage-and-hour rules are complex and PAGA (a state labor statute) lawsuits are common. A few years ago, Sierra began evaluating new HRIS (human resources information systems) and payroll systems. Staff spent several
months reviewing vendors and speak- ing with other ski areas before nar- rowing their options. Sierra wanted excellent compliance in an all-in-one platform. “Our previous system was fine but required us to have a separate platform for online training and scheduling,” says HR director Melinda Stearns. “We also wanted one that would help with legal exposure.” Paycom emerged as the best fit. “Even
department. The resort uses push notifi- cations and email to communicate with staff, sharing information ranging from weekly newsletters to road closures. Stearns says the implementation process was relatively easy. Rollout took two to three months in all, and was done during the spring when fewer employees were in the system. For ski areas reluc- tant to switch to digital HR platforms or hesitant to let employees use their mobile devices for timekeeping, don’t be, says Stearns. “There are really good controls in place to prevent temptation for timecard theft.”
“Our previous system was fine but required us to have a separate platform for online training and scheduling. We also wanted one that would help with legal exposure.”
from more than a dozen tablet kiosks around the resort, from the mobile app, or from a computer. Sierra encourages kiosk use and stresses that employees are not required to use their personal phones, though the option is available. Geofencing limits where employees can clock in and out, and controls around timecard edits have improved accura- cy. Stearns says the resort has seen a decrease in paycheck adjustments each pay period. The platform includes pre-created training content as well as customized classes developed by the resort. Stearns says Sierra uses Paycom’s content for cer-
tain mandatory courses, such as annu- al workplace violence training, which employees can complete on their own time—“a nice option for some of those trainings that are required.” Likewise, background checks and onboarding paperwork are fully integrated, allowing new hires to complete required forms online on one platform, avoiding the need for three or four different apps. Scheduling and employee commu- nication have benefited, too, particular- ly in departments like ski school, where schedules are complex. Employees can swap shifts through the app, and inter- nal communications can be set up by
WHAT CHANGED
• Payroll, scheduling, training, and onboarding were unified. • Timekeeping controls reduced paycheck adjustments. • Employees gained self-service access via kiosks and app.
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