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SCUBA DIVING INDUSTRY ®
MAY 2026 PUBLISHED BY CLINE GROUP
digital version
Photo by Grant Thomas, Ha’apai, Tonga, during sunset over a shallow reef.
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TABLE OF CONTENTS SCUBA DIVING INDUSTRY® MAGAZINE • MAY 2026
®
FROM THE PUBLISHER 5
ADVERTISERS 2 Divers Alert Network (DAN) 3 Aggressor Adventures 6 Books by Dan Orr/Best Publishing 7 Bahamas Ministry of Tourism 8 The Dive Shop @ Cape Eleuthera 10 Barefoot Cay Resort, Roatan 11 All Star Liveaboards 12 Alex Brylske’s Book by Reef Smart 13 Caradonna Adventures & Fiji 15 Explorer Ventures Liveaboards 16 Clear Story Coach 17 Dive BVI 17 Fog-X Mask Defogging Film 18 Blue Force Fleet Liveaboards 19 Visit Cayman Islands | ISDHF 20 Sea Experience, Ft. Lauderdale, FL 21 Deep Blue Adventures Travel 23 Neal Watson’s Bimini Scuba 26 Lita’s All Natural Insect Repellent 26 SEI/Scuba Educators International 29 Diveplanit Travel Planners 33 CORAL Reef Alliance 35 ScubaRadio 37 Stream2Sea Reef Smart Products 38 X-Ray Magazine 39 NAUI 41 Aqaba Blue: Ocean Future Show 48 Scuba Storyteller By Gil Zeimer 48 SSI/Scuba Schools International 49 Dive Industry Young Professionals 50 2026 NOGI Awards Gala @ DEMA 51 Lobster Mini-Season Poster BACK COVER DEMA
Even Dive Pros are Not Immune / William Cline
SAFETY 6
Lobsters Are Optional. Safety Is Not. / Dan Orr 12 Why Documented Training Standards Matter in Dive Litigation / Al Hornsby RETAILING 14 Don’t Su ff er from FOA (Fear of Accounting) / Je ff Cinciripino 16 Scuba’s Next Happy Hour? From Mocktails to Mask Straps / Cathryn Castle Garcia 20 Networking That Moves the Needle: Turn Connections Into Customers / David Prichard & Lily Mak RESEARCH 24 Survey Finds Uneven Q1 Recovery Across Dive Retail, Travel, & Training / William Cline INNOVATION 25 The Hidden Engineering Behind a Reliable Compressor / Gil Zeimer TRAINING 26 Boat Preparation Is Guest Psychology in Disguise / William Cline TRAVEL 28 Pt. 1: A Dive Guide to Northern Queensland Expedition Liveaboards / Terry Cummins, Ph.D. 31 Rangiroa: The Paci fi c Drift Destination Dive Sellers Should Know / Tara Artner 34 The Bahamas, Repackaged for Today’s Dive Traveler / Richard Condly ff e 36 Cape Eleuthera Resort: A Land-Based Anchor for Bahamas Group Travel / Brittany Brown 38 Scandinavian White Nights: Days Stretch Into Twilight Nights / Peter Symes ECO PRO 39 What a New Southeast Asia Study Means for Dive Operators / Alex Brylske, Ph.D. 43 The Silent Symphony: Lessons in Order Beneath the Surface / Kramer Wimberley BUSINESS EDU 45 How Citizen Science Can Set Your Dive Shop Apart / Tom Sparke 46 Dive Business Owners: “When is it Time to Retire?” / Tom Leaird 47 How Local Outreach Can Grow Your Dive Center / Gretchen M. Ashton 49 Forgotten Heroes, Overlooked Dive Customers / John Christopher Fine, J.D.
PAGE FOUR | SCUBA DIVING INDUSTRY
FROM THE PUBLISHER EVEN DIVE PROS ARE NOT IMMUNE
Cover Photo © Grant Thomas, This was a spontaneous moment. Paddle boarders exploring in Tonga as the sun began to set. Canon 5D mkiii, Tokina 10-17mm fisheye, Ikelite housing with 2 x DS161 Ikelite strobes, 14mm, f18, 1/100, 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 June Cline, Social & Podcast Producer Contributors: Tara Artner, Jordan Gretchen M. Ashton, CA Brittany Brown, FL & VT Alex Brylske, Ph.D., FL Cathryn Castle Garcia, Azores, Portugal SCUBA DIVING INDUSTRY® MAGAZINE MAY 2026 VOL. 3, NO. 5
Speculation . It seems one cannot look anywhere in the diving universe these last couple of weeks without hearing or watching an “expert” speculate on the Maldives accident. According to DAN Europe and the organizers of the Finnish recovery team in the Maldives, no official statement has been released regarding the equipment configuration, gas supply, or training level of the deceased. Yet theories have been rampant. Even one major international newspaper cited a “wetsuit” as a possible cause of the tragedy. That should give all of us pause. This accident may have been preventable, but without knowing the actual facts, configuration, gas planning, environmental conditions, supervision, or certifications of the divers involved, anything beyond the confirmed record is speculation. One fact, among others, is painfully clear, the lives of several families and the business operating the Duke of York have changed forever. We consider dive professionals part of our extended magazine family, and the loss of these divers, many of whom appear to have been dive professionals in some manner, is heartbreaking. So the point of this article is not to determine blame. The question is, how do we help prevent this from happening again? Do we need better systems? Better staff training? Better dive planning? Stronger briefings? More conservative decision making when conditions, depth, current, overhead environments, or diver experience raise concerns? I have seen claims for all of these, but without the verified facts of this accident, we quickly return to speculation. However, there is one hard lesson that does not require speculation. Even dive professionals and experienced divers can fall victim to “I’ve got this” thinking. As a Course Director, I have placed myself in diving situations where things became a little hairy because of decisions, conditions, or the simple belief that my experience would carry me through. Many of us have done the same. We tend to believe our certifications, resumes, and years in the water protect us from accidents. They do not. As Dan Orr points out in his article starting on page six, all of us need to be conconscious of the basics of dive safety. Dive professionals are not immune to simple errors in judgment. In fact, our experience can sometimes work against us. Familiarity can reduce caution. Confidence can become complacency resulting in skipping steps that were designed to protect us. That is the takeaway for us all. We do not honor those lost by rushing to judgment. We honor them by reviewing our own procedures before an accident forces us to do so. The ocean does not care how long we have been diving. It does not care what certification card we carry. It does not care how many students we have taught, wrecks we have explored, or trips we have led. It rewards preparation, humility, and discipline. That may be the most important lesson we can take from any tragedy before the official report is released. Not blame. Not rumor. Not speculation. A renewed commitment to doing the basics exceptionally well.
Jeff Cinciripino, CT William Cline, TX
Richard Condlyffe, FL & U.K. Terry Cummins, Ph.D., Australia John Christopher Fine, J.D., FL Al Hornsby, Singapore Tom Leaird, IN Dan Orr, ID David Prichard & Lily Mak, TX Tom Sparke, NY
Peter Symes, Denmark Kramer Wimberley, FL Gil Zeimer, CA
Scuba Diving Industry ® Magazine (Print: ISSN 2996-1416, Digital: ISSN 2996-1424, U.S. Trade- mark #99278901) 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 pros & distributed digitally to 165 countries. POSTMASTER send address changes to Scuba Div- ing Industry Magazine, 1740 Airpark Ln., Plano, TX 75093. Any part of this publication may be re- produced, as long as the source is quoted “Scuba Div- ing Industry Magazine.” Editorial requests: editor@scubadivingindustry.com or 954-358-9660 The views and opinions expressed in this magazine are those of the contributors and do not necessarily reflect the official policy or position of Cline Group LLC or any of its affiliates. A.I. may be used to generate graphics or edits as needed. © 2026, all rights reserved by Cline Group LLC.
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PAGE FIVE | SCUBA DIVING INDUSTRY
SAFETY
Lobsters Are Optional. Safety Is Not. by Dan Orr , President, Dan Orr Consulting, Driggs, ID
Dive Centers: Removable Mini-Season Safety Poster on the Inside Back Cover!
E VERY YEAR, the Florida Spiny Lobster Mini-Season brings a surge of excitement to the diving community. Boats fill before sunrise, cylinders are topped off, tickle sticks are packed, and divers, many of them infrequent or in- experienced, head out with one goal in mind: bugs in the bag. But alongside that excitement comes a predictable and troubling pattern. Emergency calls increase. Near-misses become too common. And, tragically, injuries and fatalities occur that could have been prevented. Since its creation, Florida’s two-day lobster Mini-Season (July 29 & 30) has repeatedly produced spikes in scuba, snor- keling, and boating-related accidents, with multiple serious injuries and recurring fatalities reported in many years. However, the true total number of diving injuries is unknown because no centralized database tracks every incident. Divers Alert Network (DAN) has noted that, over several years, Mini-Season diving has averaged about two diving- related fatalities per lobster Mini-Season. Injuries from boat strikes, propellers, out-of-gas situations, and barotrauma are
more numerous than fatalities, but again, there is no centralized public database reporting all injuries each year. Mini-Season is statistically one of the more dangerous recreational diving windows in Florida due to increased participation and boating activity. For dive professionals, this is not just a seasonal uptick in business, it’s a responsibility moment. The reality is simple: Lobsters are optional. Safety is not. To reduce incidents, injuries, and fatalities during Mini- Season, dive professionals must lead from the front, not just with skills, but with expectations, culture, and clarity. The biggest risk factor during Mini-Season is not currents, depth, bottom time, or marine life, it’s human behavior. More specifically: urgency, competition, and distraction. Divers become task-loaded , sometimes task-overloaded . The hunt becomes the focus. Basic safety habits are sometimes left at the dock or shore. Dive professionals can actively counter this. Before any charter, class, or guided dive, set the tone by emphasizing that this is not a race or competition. No lobster is worth com- promising safety. Make this part of every briefing, not as a throwaway line but as a clear expectation. Say it plainly: “If you come back without a lobster but followed your plan and stayed safe, that’s a successful dive.” That reframing matters. The annual Mini-Season attracts divers who may not have been in the water since last year’s Mini-Season or longer. Equipment is dusty. Skills may be rusty, whether you are willing to admit it or not. Overconfidence may rule the day. Dive professionals should take a firmer stance by encouraging, or requiring, refresher dives for those who have not been in the water in a long time. Promote pre-dive safety checks and in- water buoyancy checks before hunting begins, and verify breathing gas and dive planning, not just cylinder pressure. Far too often, professionals assume divers will self-regulate. During Mini-Season, that assumption too often fails. Consider implementing shallow familiarization or orientation dives for unfamiliar clients, equipment inspections and famil- iarizations between buddies at the dock, and buddy checks that are actually observed, not implied. A few minutes checking everything before entering the water can be time well spent if it prevents a catastrophic issue once in or under the water.
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PAGE SIX | SCUBA DIVING INDUSTRY
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SAFETY continued
Running low on breathing gas remains one of the most common contributors to diving incidents, and Mini-Season amplifies the risk. In 2008, DAN published a research report reviewing 947 diving fatality records. The number one “Triggering Event” at 41% that turned a recreational dive into a fatal outcome was “running out of breathing gas underwater.” Why does this happen? Because divers push their limits trying to get that one lobster. They stay “just a little longer” under ledges. They chase “just one more lobster.” They lose track of time while task-loaded. “Don’t push your limit just to bag your limit!” One other thing to keep in mind regarding the above DAN fatality data: DAN evaluated a more recent group of fatality data in 2015 to see if anything had changed. The results showed that the number one triggering event had changed from “running out of breathing gas underwater” to “underlying health issues.” Therefore, it is essential for all divers, especially those over the age of 50, to have had a recent physical from a healthcare pro- fessional familiar with diving medicine.
actively monitor each other’s position and condition. Safe divers often encourage role assignment, one hunts while one observes and monitors, then roles are switched regularly. This keeps both divers engaged and may significantly reduce risk. Another common issue during Mini-Season is divers exceeding their planned depth or bottom time while pursuing lobsters. It happens gradually, a deeper ledge, a longer chase, or a few extra minutes that turn into many. Dive professionals should encourage shallower dive profiles when possible, reinforce the use and understanding of dive computers, and remind divers that decompression obligations and rapid ascents are real risks. Make it absolutely clear: “No lobster is worth decompression sickness or an uncontrolled as- cent.” Many incidents do not happen at depth; they happen during ascent or at the surface. Mini-Season involves heavier than usual boat traffic, distracted boat operators and divers, and poor ascent discipline. Dive professionals should stress controlled ascent rates, mandatory safety stops
It is incumbent upon dive professionals to re-emphasize the rule of thirds, or other appropriate breathing gas planning methods, to require divers to call the dive based on breathing gas, not catch count, and encourage the use of audible or visual breathing gas alerts when possible. More importantly, normalize conservative diving behavior. When a diver surfaces early with plenty of breathing gas, that should be praised, not questioned or ridiculed.
when appropriate, and the use of dive flags and surface marker buoys. And perhaps most critically, look and listen before surfacing. Boat strikes remain a serious and preventable hazard. Dive professionals working on or with boats must be especially vigilant during Mini-Season chaos. Key prac- tices include clearly understood diver recall procedures, strict adherence to diver- down flag laws, active boat traffic monitoring, and
Lobster hunting adds layers of complexity, such as managing tools, navigating tight spaces, maintaining buoyancy near reefs and ledges, and monitoring depth, time, and breathing gas si- multaneously. That’s a lot even for experienced divers. Dive professionals should emphasize the value of recent diving experience before engaging in lobster hunting. They should also encourage divers to simplify their approach, limit tools to what they can manage comfortably, and stress that buoyancy and position control always come first. A diver who cannot maintain neutral buoyancy may be a hazard to themselves and others. This is not about skill-shaming. It is about risk management and safety. Mini-Season often turns buddy teams into loosely associated individuals. One diver hunts. The other wanders. Separation becomes common and dangerous. Dive professionals must re- define what buddy diving looks like: stay close enough to act quickly in an emergency, maintain a shared dive plan, and
keeping ladders and entry points clear and safe. Diver safety during Mini-Season includes reviewing proper entries and exits, emphasizing awareness around boat propellers, and encouraging immediate signaling upon surfacing. In the heat of the hunt, surface safety is often overlooked, but it is where many accidents occur. Being physically prepared is also critically important when divers may be distracted by the prospect of a lobster meal. Heat, dehydration, fatigue, and overexertion all play a role in diving incidents. Mini-season often means early mornings, long days in the heat and sun, multiple dives, and, unfortunately, alcohol consumption between dives. For most divers, the best approach is simple: arrive well hydrated, eat light but nutri- ent-dense meals, and ensure adequate electrolytes through food or modest supplementation. I personally like Pedialyte® as it offers effective hydration by replacing lost electrolytes and helping prevent dehydration issues. Pay attention to urine PAGE NINE | SCUBA DIVING INDUSTRY
SAFETY continued
color, aiming for pale yellow, energy levels, and cramping patterns across dive days. Thoughtful hydration, nutrition, and electrolyte management support clearer thinking, better thermoregulation, reduced fatigue, and safer, more enjoyable dives. Also, watch for signs of stress or fatigue in divers. Sometimes the best decision is to sit a dive out. That is not weakness, it is sound judgment. Dive professionals set the tone and are seen as role models whether they intend to or not. If you skip buddy checks, push limits, or treat safety briefings casually, other divers will follow your lead. But if you demonstrate disciplined behavior, speak up when something is not right, and prioritize safety over con- venience or timeliness, that behavior spreads just as quickly. Your actions carry more weight than your words. Finally, do not assume divers know what you know. Clearly communicate expectations, proper procedures, and risks. Do it directly and repeatedly. Avoid local jargon. Be specific. Invite questions. A well-informed diver is a safer diver. If you are a dive professional on a commercial dive boat, remember those on your boat may be from different parts of the world where different terms and procedures may be the norm. Be sure the pre-dive briefing information is understood by all divers before diving begins. One idea is to treat the pre-dive briefing like the
exit row instructions on a commercial flight. Flight attendants ask for a verbal response confirming that passengers understand the rules and procedures. You can do the same with your dive briefing. Getting a verbal response that guest divers understand the briefing before the dive begins is not a bad idea. The Spiny Florida Lobster Mini-Season will always carry risk. That’s the nature of any high-energy, high-participation event. But the number of injuries and fatalities seen each year is not inevitable. It can be heavily influenced by proper prepa- ration, safe behavior, and effective leadership. Dive professionals are uniquely positioned to shape all three. By setting expectations, reinforcing fundamentals, and modeling disciplined diving, you can help ensure that more divers return home safely whether they bring lobsters back with them or not. Because at the end of the day, the message is simple and worth repeating: Lobsters are optional. Safety is not. Turn to the Inside Back Cover for a Removable Safety Poster!
Note: The information presented here is for general infor- mational and educational purposes only and is not intended as medical advice. Readers should consult a qualified healthcare professional regarding fitness to dive or any medical concerns resulting from a dive.
email Dan Orr
SAFETY
Why Documented Training Standards Matter in Dive Litigation by Al Hornsby , Owner, Al Hornsby Productions, Singapore
I N THE MAJORITY OF DIVE RISK management ar- ticles, discussions are about direct supervision and/or a dive operation’s or instructor’s related training activities. And, this makes sense, because those situations typically involve supervised, in-water incidents, where the instructor’s or dive guide’s immediate actions or prior training activities likely will be claimed to have played a role in the accident oc- curring. And, if litigation results, the overall fact trail may become the principal target of the case. However, it should also not be forgotten that a significant number of dive litigation cases do not involve a dive leader’s related, immediate, in-water actions and obligations. As well, a non-supervised accident may be blamed on the content of a victim’s prior dive training, or the perceived quality of advice previously received from a dive center or dive professional. Such cases are not rare, and they may create a very different set of needs when it comes to defending litigation. In such cases, the instructor’s or store’s historically established procedures likely may come under criticism, especially if they are inconsistent or vulnerable to challenge because of long- term inconsistency or poor quality. Because of this, the operation’s record keeping and documented practices also can play a significant role in the defense of such litigation. And, it goes without saying that a documented history of excellent standards and procedures adherence will hold up under legal scrutiny far more effectively than anything that can appear, even incorrectly, to have involved habitually inconsistent or shoddy practices. In this, the industry’s legal case history shows clearly that: 1) The consistent use of historically validated and documented dive training programs generally fared far better under legal
scrutiny than do inconsistently provided courses or those not backed by well-established, third-party standards and training materials, such as programs that specifically meet industry and training organizations’ published standards. 2) Conversely, home-designed or frequently changeable dive course content and dive procedures simply may not have the documented validity and defensibility necessary to provide an adequate response when poor course content or practices are alleged and blamed for an accident having occurred. 3) Similarly, inconsistent adherence to industry standards, whether involving dive training, gear maintenance and repair, or supervisory practices, can create questions and difficulties in establishing a clear, defendable history of excellence and good practice. 4) Conversely, when a store and its instructional staff clearly adhere to a training organization’s and/or equipment manu- facturer’s guidelines and practices, they are not standing alone if an unfortunate accident does occur. This typically also means that whatever industry standards might be in play have been met by the store’s staff as well. When a dive accident and related litigation occur, the suing party will need to establish that the accident was caused or worsened by improprieties in how the dive and/or training was conducted, and/or that the content of such training provided to the victim had been lacking or otherwise faulty. Home-designed programs, or other programs that do not
specifically meet established industry standards and guidelines or have a well-proven track record of effectiveness, are subject to criticism and can be directly taken advantage of by plaintiffs in a dive fatality or injury.
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RETAILING
Don’t Suffer from FOA (Fear of Accounting) by Jeff Cinciripino , JeffCinciripino.com, Former Owner of Scuba Shack, Rocky Hill, CT
I HAVE TO ADMIT I HAD FOA. I had a fear of ac- counting. I would pick up a book on accounting principles to try to overcome that fear only to get to page 2 and be
representing the debit side while the right is the credit side. Now the basis of bookkeeping is the double-entry system. For each debit there needs to be a corresponding credit in a
completely lost. I was financially challenged with double-entry bookkeeping. I couldn’t quite understand the notion of debits and credits. Sure, I could comprehend the words debit and credit but when it came to ac- counting principles, they seemed to defy logic, at least from my perspective. As a small business owner, I needed to overcome that fear. Understanding debits and credits was imperative as I took on the role of book- keeping for the dive shop.
specific account. This is where I struggled with keeping my debits and credits straight because debits and credits are applied differ- ently depending on the type of account. Sometimes a credit will increase the value of an account and sometimes the credit will lower its balance. The illustration to the left summarizes the rules for how the debit or credit is applied. All of the individual accounts your business
creates are called the chart of accounts and you can have a lot of them. By classifying the account (Asset, Expense, Liability, etc.), we now know how to apply a debit or a credit. The complete set of accounts is also called the ledger and entries into the ledger are also known as journal entries. It is worth working through an example that clearly shows how this double-entry bookkeeping works. We’ll start with example 1 with your business purchasing a regulator for $1,000 wholesale from your manufacturer. So, we will need to take the money from our checking account and add the $1,000 regulator to our inventory. A few days later, one of your clients comes in and purchases that regulator for the retail price of $2,000. (Let’s ignore sales tax for now). Therefore, we need to add cash to our checking account and register the sale in our system. Example 2 shows the entry for that transaction.
As Joe Walsh once sang, “I’ve got accountants that pay for it all” and most small businesses have accountants. We know that accountants can be expensive given their knowledge and expertise. There is another aspect of accounting that can also be expensive; bookkeeping. Even if you are fortunate to have the resources to utilize a bookkeeper, there is value in under- standing some of the basics of sound business bookkeeping. That balance sheet is one of the fundamental tools that we use to measure the health of any business. To accurately reflect the company’s financial position, the balance sheet de- pends on meticulous bookkeeping. We use the following
equation to construct the balance sheet: Assets = Liabilities + Owner’s Equity
Assets, liabilities, and owner’s equity are made up of many different accounts. The complete list of these accounts is
known as the chart of accounts that we maintain in our general ledger. De- tailed bookkeeping for each one of these accounts is absolutely necessary to properly reflect your business’s fi- nancial position. Let’s start with how each account is constructed. The simplest form of each account is known as the “T” account because when depicted it looks like the letter “T”. The top is the account name and number with the left side
Debiting the checking account actually increases the balance. Additionally, when we credit the sales account, we are also increasing it. Finally, we need to take the regulator out of inventory. We do that by applying the cost of the regulator to our cost of goods sold account – example 3. Fortunately, we have powerful ac- counting systems, like QuickBooks On- line and others, that will properly apply the debits and credits in most cases.
PAGE FOURTEEN | SCUBA DIVING INDUSTRY
RETAILING continued
A dive retailer’s passion is scuba diving; whether it is teaching new or experienced divers, equipping them with proper gear, or taking them on amazing dive trips. Dive shops are also businesses that require an understanding of a host of business processes including sound bookkeeping and
accounting. By understanding how to keep your debits and credits straight, you just might start to get over that fear of accounting. Reference: Lerner, J. (2007). Theory and Problems of Bookkeeping and Accounting (4th edition). McGraw-Hill.
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PAGE FIFTEEN | SCUBA DIVING INDUSTRY
RETAILING
Scuba’s Next Happy Hour? From Mocktails to Mask Straps by Cathryn Castle Garcia , Owner, ClearStoryCoach.com, The Azores
F OR DECADES, THE PHRASE “happy hour” has typically meant one thing: alcohol. Having a beer with co-workers after work. Wine with friends. Cocktails at sunset. But among younger consumers, particularly Gen Z (20- somethings) and younger Millennials (age 30-mid-40s), the definition of social connection is changing dramatically. In- creasingly, young adults are embracing a “sober curious” lifestyle that prioritizes health, wellness, meaningful experiences, and social activities that do not revolve around intoxication. Instead of beer flights and wine tastings, many are choosing kombucha bars, crafted mocktails, functional beverages, and alcohol-free social events. Recent consumer research suggests nearly half of younger adults are now choosing low- or no- alcohol beverages as part of a broader cultural shift toward moderation and wellness.
Don’t Mock the Mocktail: If you haven’t noticed the sobering shift, get this. According to Business Insider, the “sober curious” movement started gaining traction as a main- stream lifestyle trend in 2018. It’s not a passing fad. It’s legit. And it’s got staying power. Functional beverages – non- alcoholic beverages enhanced with ingredients like vitamins, minerals, herbs, botanicals, or probiotics – will account for nearly $152 billion in sales in 2026. This beverage category is expected to exceed $240 billion by 2031. Even if you’re not into kombucha and botanical mineral water, it pays to notice that big brands like PepsiCo, The Coca-Cola Company, Red Bull and Monster Beverage Corporation are in it, bigtime. Health and wellness are major drivers behind the shift. Younger consumers increasingly associate alcohol with poor sleep, anxiety, reduced productivity, and negative mental health effects. Instead, they are seeking experiences that improve mood, support physical health, and create authentic social connection. The growth of the functional beverage market reflects this change. Meanwhile, bars and restaurants pivoted with great results. Mocktails now appear on menus with the same care and presentation as alcoholic cocktails, while alcohol-free social venues and sober events continue to expand globally. For dive centers looking to attract younger audiences, these cultural changes matter. Marketing “Scuba Curious” to the “Sober Curious” Con- sumer: The diving industry has a potentially powerful oppor- tunity to capitalize on this growing trend. Scuba diving already offers many of the benefits wellness-focused consumers seek. Examples include controlled breathing, mindfulness, stress re- duction, and digital disconnection. Add to this a sense of be- longing to a community that scuba diving offers and we should all be saying, “Hold my beer,” while we rush off to craft a marketing plan that targets the “sober curious” crowd. Introducing the “Water Wellness” Connection: Consider a weekly or monthly event designed specifically around wellness and social connection. Market it as an exclusive activity available by reservation only, and price it accordingly. Start by welcoming guests with infused sparkling waters, tropical fruit beverages, or locally brewed kombucha. Next, put the emphasis on the experience rather than the equipment. Instead of “teaching a DSD class,” try using a few guided meditation
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PAGE SIXTEEN | SCUBA DIVING INDUSTRY
techniques to introduce the sensation of underwater breathing and buoyancy, then offer participants the opportunity to use scuba gear in the pool. Emphasize the “feels.” You can still cover the necessary technical and safety requirements of a DSD, while offering a relaxing intro to scuba that’s served up as an aquatic meditation experience. Take a few underwater photos and a short video clip to text to participants, reminding them, “The next time you feel stressed, remember the feeling of being weightless and relaxed, breathing easily underwater. You’re welcome to return for more, any time.” Remember, the goal is not diver training. The goal is experience. For non-divers, this approach becomes a low- pressure introduction to scuba. For certified divers, it becomes a refreshing alternative to the traditional bar scene. This approach aligns perfectly with the broader shift toward experiential wellness. And if we do it well, they’ll come for the experience. And come back for the certification course. And the gear. And the travel. And so on. A Marketing Opportunity for Dive Centers: The scuba in- dustry has historically marketed heavily toward adventure seekers. But the no-alcohol movement opens the door to entirely new audiences. Yoga enthusiasts. Wellness consumers. RETAILING continued
Young professionals. Corporate wellness groups. Health- conscious travelers. “Sober curious” social communities. These groups may never respond to traditional scuba advertising focused solely on wrecks, sharks, or technical training. But they may respond strongly to experiences framed around stress relief, mindful breathing, social wellness, and playful aquatic connection. This is especially important as younger consumers increasingly spend money on experiences rather than posses- sions. Research also suggests younger consumers value authenticity, aesthetics, and meaningful social interaction over traditional nightlife culture. A beautifully branded “Water Wellness” scuba session could become exactly that kind of experience. In many ways, scuba already provides what younger consumers are actively searching for – calm, connection, novelty, and memorable experiences that do not require alcohol to feel meaningful. If PepsiCo and Red Bull are cashing in on the “sober curious” market, why
aren’t we? If you’re already marketing to the “sober curious” crowd, or you intend to work it into your marketing plans, tell me about it. I’m curious. And happy to help you succeed. Email me!
email Cathryn
RETAILING
Networking That Moves the Needle: Turn Connections Into Customers by David Prichard & Lily Mak , Enchanted Sea Images, Inc., Dallas, TX
A LINE FROM KEVIN COSTNER’S Field of Dreams movie says “If you build it, he will come,” where he builds a ballfield in an Iowa cornfield so that “Shoeless” Joe Jackson of the 1919 World Series Black Sox can come for redemption. Many dive center owners are under the belief that just switching on the “Open” sign at their business will bring in enough customers to make their business profitable. But, without networking to drive business, the door alarm bell might not jingle as much. Besides advertising, your marketing plan needs to involve participating in as many networking events as possible, large or small. A dive center’s networking goal should accomplish two things: Drive customers to your dive center ▪ Connect with resources that will expand your business ▪ One way to network is to participate in an area tradeshow or fair event. This can be accomplished by exhibiting, giving
a presentation, or by providing a service that would enhance the event. The tradeshow doesn’t have to strictly be about scuba diving, but can be one that attracts adventurous people that have the means to get into scuba diving and take trips to tropical destinations. “Shows are a great way to meet new divers, grow your business, and keep your name out in the public,” said Patrick Hammer of Salt & Sea Scuba in Chicago and former manager of the Our World Underwater tradeshow. “Plus, it is a lot of fun.” If not exhibiting at the show, Hammer suggests offering to give a presentation at the show on a related topic to get publicity for your business, such as environmental conservation or coral reef preservation which are hot topics for the younger generation. “At shows, you can connect with new vendors and travel folks,” he said adding that he was able to discover new products to add to his store line and new destinations
RETAILING continued
for dive travel by attending shows. Many dive retailers rely on wholesale travel packages for dive trips, but may know little about the destination, the staff, or other tour opportunities outside of the package. At shows or other events where destinations or travel companies are present, you can establish contacts who can provide you with additional information that you can use to enhance your future group trips to these areas and create a “Wow” factor that will make your trip stand out. Author Gil Zeimer, of ScubaStoryteller.com, said he checks out the booths and presentations at events to discover potential future dive trips, but that business owners should also network to expand their contact list and create long- term alliances with companies that are a great fit for their business. Besides dive trips, these alliances can also be focused on creating projects or activities that will create opportunities for diver participation and community involvement, such as beach or waterway clean-up events. Your contact could be an association, organization, or government entity that sends out a press release about the clean-up event, co-sponsored by “XYZ Dive Center,” that not only gives your customers an excuse to go diving (and gear/tank rental and sales opportunities
at your dive center), but also a chance to meet and win over other area divers that participate in the event or even community volunteers who observe the divers and think that scuba diving might be a fun sport to take up. And who is there to explain classes? You are. Jeff Cinciripino, Diving Equipment Marketing Association (DEMA) Board member and former owner of Scuba Shack dive center in Rocky Hill, CT, said his dive business was always involved in local dive clubs and their events such as setting up a heated tent during the area’s annual New Year’s Day dive event and serving hot chocolate to participants and donating prizes for the event raffle. Part of his networking plan included giving presentations at local dive clubs and area dive shows, like conducting a “dive computer workshop” at the Boston Sea Rovers show that attracted a lot of divers who weren’t his current customers. “We also networked with the community by doing several coral reef awareness classes at local high schools,” said Cinciripino and those events gen- erated interest among the students about becoming scuba divers. “If you aren’t active in your local community, then you aren’t a player,” said Richard Thomas who owns two locations
RETAILING continued
of International Scuba in the Dallas market and is also a DEMA Board member. “Divers want to be associated with dive centers that are present and supportive.” Thomas cautioned that dive centers need to be selective on which events to participate in as some won’t be a good “return on investment (ROI)” in terms of time and money invested. He said some event promoters want too much money for participation or to have the dive center do most of the event promotion. Thomas said he has participated in “good exposure” events where the dive center was treated as a draw to the event, given media spots, and provided a platform to engage new divers. An example of this was an annual city festival that allowed his center to set up a pool for free and allow him to charge a small amount per diver to try scuba diving. Sometimes the event is something the dive center created to promote a facet of their service offerings. One such event is held during the coldest winter months in Iowa, the Ice Hole Diving Festival that is now in its eighth year. This event was not created by a dive center in Iowa, but instead by Thomas from his Carrollton, TX business to create a cold- water dive culture that leads to year-round divers. In this case, the networking involved bringing in many other dive centers across the country to partner with the event, as well as scuba equipment manufacturers, a major training association (PADI), many media outlets to cover the event including one case where the television reporter tried out ice diving and broadcasted the experience. “Developing a strong working partnership with other dive centers located around the country has been rewarding,” Thomas said. “The networking among the dive centers is the reason I have kept doing the festival. The amount of social media coverage and the extreme nature of the event really created a buzz.” Cinciripino also concurred with the importance of establishing great relationships with dive retailers and other industry pro- fessionals from around the world. He said you never know when you might need some help with spare parts, products, or other services. “All this networking is like planting seeds,” he said. “It may take a while for some of those seeds to sprout but when they do, you’ll feel pretty good about it.” When attending an event or festival to foster new contacts or to re-establish connections with people you have met before, be a “walking billboard” for your business with not only your dive center name on your shirt but something no- ticeable (like “Scuba Instructor”) that will prompt other at- tendees to approach you and ask about the sport or your
business. Bring plenty of business cards to hand out to your new contacts and collect theirs because the key to good net- working is follow-up after the event and not let these oppor- tunities slip through the cracks due to inaction. “Discover Scuba” events held outside of your dive center can be a good return on investment if the event is held at a country club or neighborhood pool where it is promoted as a benefit to the club members or residents to try scuba. The dive center could print up posters (with QR codes included) about the event to be placed in the pool area a few weeks in advance to promote participation, but also to get your business name and contact information posted where current divers will notice it and possibly come check out your dive center to refresh their skills, update their equipment, or see where your next dive trips are going. Most of these clubs and residential associations also have online bulletin boards where the event can be posted for all members and residents to see. Networking can also mean staying in touch with your current customers on a regular basis, so they feel appreciated and to keep scuba diving from falling to the “back burner” of their busy lives. “Sometimes the best networking isn’t prospect- ing for new leads at a booth but rather spending that energy wowing the clients you already have,” suggested Thomas who created the concept of keeping his customers involved with a “Dive Tribe” community. These happy customers can then become ambassadors for your business and help promote your dive center to their family, friends, and co-workers, or even help create a company or community-based dive club that your business could help support. Besides in-person networking, dive centers need to also concentrate on social media interactions and ensure their center has a strong online footprint that will attract web searches. Thomas, whose center has both scuba and swimming classes, reported that many of those in the 25-38 age range that book classes online don’t often speak to a human being first, but instead research online (or use artificial intelligence) and then book online at night after their family is settled in. “It’s crazy how many online sales (class bookings) we get at night,” Thomas said. “We are definitely dealing with a shift in values and culture!” “Without networking, your company only has a closed
loop of contacts, but with it, the opportunities are endless,” said Zeimer. “After all, you never know who you will meet at an event that might significantly affect your business.”
email David
PAGE TWENTY-TWO | SCUBA DIVING INDUSTRY
RESEARCH
Survey Finds Uneven Q1 Recovery Across Dive Retail, Travel, & Training by William Cline , Publisher & President of Cline Group, Plano, TX
T HE 1ST QUARTER 2026 SURVEY shows an in- dustry that is suffering travel pressures, compared to previous years’ Q1. Re- tailers remain the largest respondent group, but their share declined from 56% in 2025 to 46% in 2026, while independent instructors and resorts represented a larger share of the 2026 response pool. This matters because the 2026 results may reflect a slightly broader industry view, not just traditional retail. The most encouraging data is in the outlook section. Looking into Q2, 39.1% expect gross revenue increases in 2026, slightly above 2025 and 2024. Certification outlook is notably stronger, with 44.2% expecting increases, compared with 36.1% in 2025 and 33.0% in 2024. Equipment outlook also improved, with 38.7% expecting increases.
Overall, Q1 2026 looks like a cautious, uneven recovery environment. Actual Q1 performance weakened versus 2025 in gross revenue, certifications, and equipment, but forward-looking sentiment improved. The industry appears challenged in current sales activity, yet operators are still ex- pecting a stronger spring and early summer. Certifications are the biggest concern. New diver acquisition remains the industry’s most important chal- lenge. The industry enters Q2 2026 challenged, but not defeated.
The opportunity now is to convert spring and summer interest into new certifications, continuing education, local participation, travel bookings, and equipment sales.
email William
= 14,738 OW Certifications Issued in 1 Q’26 by US Retailers st
PAGE TWENTY-FOUR | SCUBA DIVING INDUSTRY
INNOVATION
The Hidden Engineering Behind a Reliable Compressor by Gil Zeimer , ScubaStoryteller.com and Zeimer.com, San Rafael, CA
F OR ANY DIVE CENTER, liveaboard, resort, yacht program, fire department, or technical diving operation, the air compressor is one of the most important pieces of life-support equipment. That is why choosing a compressor should never be reduced to purchase price alone. Better questions include: What are the service intervals? How easy is it to maintain? How well does it manage heat? Are parts and documentation readily available? What does downtime really cost? These are the questions that turn com- pressor buying from a price comparison into an operational decision. Compressor innovation is not always about flashy electronics
is valve design. L&W’s centered-in-head coaxial and concentric second- and third-stage valve arrangements are designed for better gas flow management. Compared with older side-by- side suction and discharge valve layouts, this geometry can help balance airflow, reduce turbulence, improve heat distri- bution, reduce dead space, and support more efficient com- pression cycles. Precision Manufacturing vs. Commodity Equipment: A compressor used by a dive facility is a capital asset, and often mission-critical infrastructure. Premium compressor manu- facturing focuses on tight machining tolerances, precision- balanced rotating assemblies, high-grade bearings, superior
or digital displays. Often, it happens inside the machine, in the compression architecture, valve geometry, cooling ma- terials, machining tolerances, and support documentation that keep the system run- ning for years. L&W Compressors has built its repu- tation around that kind of engineering discipline, with a German design approach focused on precision, durability, thermal management, and serviceability.
cylinder finishing, advanced metallurgy, and rigorous quality control. Operators may experience those choices as smoother operation, lower vibration, better heat control, improved valve longevity, better oil control, and stronger rebuildability. Lifecycle Cost Matters: For a profes- sional dive business, the cheapest com- pressor is not always the least expensive compressor. A lower-cost unit may be at-
LW300EIII Compact 420 bar Compressor
tractive at purchase, but over time, service intervals, downtime, valve replacement, technician labor, parts availability, and resale value can change the true economics of ownership. Support Is Part of the Technology: Innovation also includes what happens after the sale. L&W has developed strong online technical documentation, including manuals, parts breakdowns, maintenance schedules, service procedures, dia- grams, rebuild instructions, and maintenance kit guidance, all to minimize downtime. Why It Matters to the Dive Industry: Dive operators need dependable air, repeatable performance, efficient fills, manageable service schedules, and confidence that the system will perform when customers are waiting. L&W Compressors’ innovation story focuses on refining the fundamentals: moving
Rethinking the Compression Path: One key engineering difference featured in many L&W systems is a refined 3-stage compressor architecture in the sub-15 hp category. More stages may sound better, but each additional stage adds valves, sealing surfaces, wear points, heat, and maintenance complexity. A properly engineered three-stage system can achieve required pressures while reducing mechanical burden. Thermal Management as Innovation: Keeping It Cool: An air compressor is, in many ways, a heat-management ma- chine. If heat is not removed efficiently, it can affect valve life, oil control, moisture separation, filtration performance, carbon formation, and reliability. Another notable L&W design choice is the use of solid turned-fin copper cooling coils. Copper transfers heat quickly and efficiently, helping maintain cooler, more stable operating temperatures that can reduce moisture carryover, improve filtration efficiency, and extend valve life. Modern Valve Geometry: Another hidden area of innovation
air efficiently, managing heat aggressively, reducing wear, simplifying service, and building for long- term use. The Bottom Line: When the equipment supports breathing air, engineering is not just a feature. It is the foundation.
email Gil
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