Scuba Diving Industry® Magazine published by Cline Group, LLC. Printed and mailed to all dive retailers in the USA and digitally delivered to over 17,500 dive professionals in 165 countries. Published monthly, so "Start a Conversation" with your Business Customers!
SCUBA DIVING INDUSTRY ®
APRIL 2026 PUBLISHED BY CLINE GROUP
Photo by Steven Lopez of the signature marine wildlife at Casino Point Dive Park, Catalina Island, California, 2026
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TABLE OF CONTENTS SCUBA DIVING INDUSTRY® MAGAZINE • APRIL 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 Visit Cayman Islands | ISDHF 15 Explorer Ventures Liveaboards 17 Dive BVI’s 50th Anniversary 17 Fog-X Mask Defogging Film 18 Clear Story Coach 19 Blue Force Fleet Liveaboards 20 Sea Experience, Ft. Lauderdale, FL 21 Deep Blue Adventures Travel 26 Lita’s All Natural Insect Repellent 26 Family Divers/Kids Sea Camp 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 SSI/Scuba Schools International 49 Scuba Storyteller By Gil Zeimer 49 Dive Industry Young Professionals 50 Scuba Show 2026 West & East 51 Neal Watson’s Bimini Scuba BACK COVER DEMA 53 Level Up, Marketing Minutes & From Behind the Counter Podcasts 54 Article Index
A Voice for the Dive Industry / William Cline
SAFETY 6
The Critical Role of Dive Leaders in Injury Recognition / Dan Orr 12 When Dive Accidents (Utterly) Did Not Have to Happen / Al Hornsby 14 Part 3: Emergency Planning for Scuba Diving Centers / Je ff McNutt RETAILING 18 It’s Time to Stop Talking Shop: Reframing the Language of Scuba / Cathryn Castle Garcia 20 Why Dive Retailers Need a Refresher Course / Brooke Speedy 23 Make Your “Why” the Mission: Turning Ownership into Purpose / Michael Connors & Rachael Connors 24 Under the Big Top - Tips for Planning and Executing Your Tent Sale / Je ff Cinciripino TRAINING 25 Kids Summer Programs That Inspire the Next Generation of Divers / Margo Peyton 27 Training vs. Experience: Why the Di ff erence Matters / William Cline BUSINESS EDU 28 The Global Sport of “Octopush” Can Help You Add More Customers / Gil Zeimer 30 Marketing, Advertising & Promotions For Small Businesses / Terry Cummins, Ph.D. 32 Expanding the Pipeline With Community-Based Programs / Kayla McIntyre TRAVEL 33 Why Trust Wins Travel Sales / Cheryl Patterson 34 Exploring the Top and Bottom of the World / Marty Snyderman 38 Why Europe Deserves a Di ff erent Dive Travel Approach / Peter Symes 39 Australia’s Best Islands for Group Dive Travel / Deborah Dickson-Smith 41 A Group Dive Guide to Fiji / David Prichard & Lily Mak 44 A Group Travel Guide to Europe’s Malta / Christopher P. Weaver & Michael Salvarezza ECO PRO 46 Balancing AI Photography and Conservation in Diving / Alex Brylske, Ph.D. & Marty Snyderman
PAGE FOUR | SCUBA DIVING INDUSTRY
FROM THE PUBLISHER A VOICE FOR THE DIVE INDUSTRY
About the Cover: Photo © Steven Lopez | @ExplorersPhotography, Casino Point Dive Park, Catalina Island, CA, 2026. Sony A1, Canon, 8-15mm Fisheye, ƒ20, ISO 800, 1/160s. Nauticam Housing, 230mm Dome Port, Backscatter Hybrid Flashes.
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. © 2026, all rights reserved by Cline Group LLC. 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: Alex Brylske, Ph.D., FL Cathryn Castle Garcia, Azores, Portugal Michael & Rachael Connors, MI Terry Cummins, Ph.D., Australia Al Hornsby, Singapore Dan Orr, ID Kayla McIntyre, CA Jeff McNutt, BVI Cheryl Patterson, OH Margo Peyton, SC David Prichard & Lily Mak, TX Michael Salvarezza, NY Deborah Dickson-Smith, Australia Marty Snyderman, CA Brooke Speedy, IN Peter Symes, Denmark Christopher P. Weaver, NY Gil Zeimer, CA Jeff Cinciripino, CT William Cline, TX SCUBA DIVING INDUSTRY® MAGAZINE APRIL 2026 VOL. 3, NO. 4
Spring is in the air in Texas, yes Texas, our home base for the magazine. And while we publish from here, this issue in print and digital reaches dive professionals in nearly every corner of the diving world each month. Our core audience remains North American dive retailers, but our reach extends far beyond that, and that matters. Why does it matter? Because the wider and more engaged our readership is, the more valuable this magazine becomes to both readers and advertisers. We print and mail to 986 brick and mortar dive retail centers in the USA. Our digital publication now reaches nearly 12,000 dive pros in North America, along with over 7,000 across Europe, Asia, the Middle East, Africa, the Caribbean, Central America, and South America. That broad circulation gives our writers perspective, gives our advertisers meaningful reach, and gives this magazine a stronger voice in the industry. It also means the businesses that advertise here are not just supporting a publication, they are supporting an industry conversation that reaches dive professionals around the world. That is why your engagement matters. If you see a product, service, trip, destination, or company in these pages that could benefit your business, please click through, scan the QR code, call, or email them. Even one inquiry tells an advertiser their message is being seen. Those responses help them measure results, and they help us continue growing a magazine that is 100 percent advertiser supported. So if you value these articles, please do more than read them. Support the companies that support this magazine. Visit their websites. Ask a question. Request information. Make the call. Tell them you saw them in Scuba Diving Industry Magazine. That kind of engagement matters more than you may realize. And one more important reminder, sign up your staff for the digital edition. Your instructors, divemasters, repair technicians, retail team, travel staff, boat crew, and office team can all benefit from staying informed. When your staff reads the magazine, they become better equipped to understand trends, training, travel, safety, customer service, and the business side of diving. That makes your whole operation stronger. We only email a few times each month, so this is not about adding clutter to anyone’s inbox. It is a simple, free way to help your team stay connected to the broader industry and better understand the vendors, ideas, and issues shaping our business. So please take a moment to sign up your staff and encourage them to read each issue. The more informed your team is, the better prepared they are to serve your customers and represent your business. Thank you for reading, for engaging, and for supporting the advertisers who make this publication possible.
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William Cline, Publisher
PAGE FIVE | SCUBA DIVING INDUSTRY
SAFETY
The Critical Role of Dive Leaders in Injury Recognition by Dan Orr , President, Dan Orr Consulting
W HY EARLY REPORTING saves lives and re- duces the likelihood of a lasting injury: In the recreational diving world, incidents rarely begin as emergencies, they begin as subtle or vague symptoms. A slight tingling in the hand. Unusual fatigue. Mild joint dis- comfort. A persistent cough after surfacing. Too often, these early warning signs go unreported, dismissed as insignificant or unrelated. For dive leaders and operators, this moment, when a diver decides whether or not to speak up, is where safety is either preserved or compromised. Promoting early reporting of symptoms associated with diving-related injuries, including decompression sickness (DCS), arterial gas embolism (AGE), collectively referred to as Decompression Illness (DCI) and immersion pulmonary edema (IPE), is one of the most powerful and underutilized tools in risk management. Despite decades of diver education and improved access to diving medicine and safety resources, delay in reporting post-dive symptoms remains a persistent and potentially
consequential issue in recreational and professional diving. Early recognition and treatment of conditions such as DCI and IPE are critically important in increasing the likelihood of a positive treatment outcome. However, many divers postpone reporting their post-dive symptoms or seeking evaluation, often until symptoms worsen or become dis- abling. Delay is one of the most preventable causes of potentially lasting injury in diving. Every hour matters. What could have resolved completely may become a lifelong injury if symptoms are ignored. While some studies report no significant difference in final outcome with delays, others suggest a decreased success rate, especially for severe cases treated more than 24 hours late. When I worked at Divers Alert Network (DAN), the DAN medical staff would frequently discuss the fact that divers don’t call the DAN Diving Emergency Hotline (919- 684-9111) when they have symptoms of a diving-related injury. They call when those symptoms won’t go away. Or- ganizations such as DAN consistently emphasize that even mild or vague symptoms should prompt the diver to seek consultation. Understanding why divers delay reporting symptoms is essential for improving both training effectiveness and incident outcomes. One of the most significant contributors to delayed reporting is the vague or nonspecific nature of early symptoms of some diving-related injuries. Symptoms such as fatigue, musculoskeletal discomfort, paresthesia, mild dizziness or a persistent post-dive cough are easily attributed to benign causes including exertion, thermal stress, dehydration, or even seasickness. Because of the very nature of decompression sickness, symptom onset may be delayed for several hours, further obscuring the association with a preceding dive. This time lag often leads divers to underestimate the potential seriousness of their condition. Even symptoms of immersion pulmonary edema are frequently vague, subtle or delayed and may be mistaken for other issues such as cold stress or exertion. Divers frequently engage in downplaying the importance of symptoms. This may include rationalization (“I’ve felt
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SAFETY continued
this before”) or denial (“It will go away”). Such responses are reinforced by prior experiences in which minor discomfort may have resolved spontaneously.
medical consultation. These, and other, factors can lead to a “wait-and-see” approach, delaying definitive care.
Diving culture can unintentionally discourage symptom reporting. Group dynamics may lead divers to avoid “ru- ining” a dive itinerary, suppress concerns to align with perceived group norms or equate reporting symptoms with inex- perience or the perceived stigma of Factors such as individual physiol- ogy, hydration status, thermal stress, workload, and environmental con- ditions all play a role. When divers associate symptoms with “failure,” they are less likely to report them. Dive leaders must actively dismantle this misconception. What matters most is recognizing and reporting anything out of the ordinary early. In some cases, mild symptoms may temporarily improve without hyperbaric treatment. This transient resolution can reinforce a false sense of security, even as the underlying cause of the symptoms persists. Symptoms may reappear often re- sulting in a more serious outcome. (Note: Transient resolution of symp- toms may occur during emergency oxygen first aid. A diver with symp- toms must still seek medical care as the symptoms could reoccur po- tentially reducing the likelihood of a complete recovery). Promoting a culture of diving
Instructors and dive leaders should foster an environment in which reporting symptoms is expected and supported, not stigmatized.
In a previous article in Scuba Diving Industry Magazine, “The Normalization of Deviance” (April 2024), it pointed out that when divers normalize shortcuts over time, the potential for a negative outcome increases. The normalizing phi- of evolving neurological DCS or early Immersion Pulmonary Edema (IPE), where initial symptoms may be subtle, but progression can be rapid and severe. Concerns about the implications of reporting symptoms may also dis- courage timely reporting. These con- cerns may include the possible in- terruption or termination of a dive trip resulting in loss of diving op- portunities, the potential of financial loss associated with travel or charter operations, the temporary or per- manent restriction from diving or professional repercussions for dive leaders or instructors. Such factors can create a powerful disincentive to seek evaluation, particularly in remote diving locations. Although all entry-level diver train- ing addresses diving injuries, retention and depth of understanding may be insufficient. Divers may not fully appreciate the broad spectrum of DCS symptoms, the potential severity
losophy in this case “that I’ve had symptoms like this in the past that went away” is particularly hazardous in the context
having “made a mistake.” It should be remembered that divers can do everything right and still develop symptoms.
of seemingly minor symptoms or the benefits of early first air or recompression therapy. Even experienced divers may fail to recognize vague symptoms of a pressure-related diving injury. Symptoms, especially in the case of decompression sickness, that develop hours after surfacing are less likely to be imme- diately linked to diving. This is especially problematic when divers are in transit (for example, during flights or long drives home), are in remote locations with limited medical infrastructure or where there may not be direct access to
safety requires actively countering these perceptions through leadership, training and the understanding that just because you have symptoms of a diving injury does not mean you did something wrong. The real “wrong” comes from not ad- mitting there is an issue and not reporting it in a timely fashion. Important concepts in developing a diving safety culture where we feel free to report any symptoms following a scuba dive include emphasizing symptom awareness. Diver training programs should reinforce that any unusual symptom PAGE NINE | SCUBA DIVING INDUSTRY
SAFETY continued
following a dive may be significant, regardless of severity. In- structors and dive leaders should foster an environment in which reporting symptoms is expected and supported, not stigmatized. One way to reinforce and improve decision- making would be to add training scenarios that involve delayed and vague symptoms to training programs, especially diver rescue training. Divers should understand that early consultation, particularly through resources such as Divers Alert Network can improve treatment outcomes, reduce the likelihood of permanent injury and provide reassurance when symptoms are benign. Delayed reporting of diving-related symptoms remains a preventable risk factor in scuba diving safety. The combination of the potential for vague symptoms, psychological influences, social pressures, and logistical barriers can contribute to this persistent issue. A critically important principle that exists in diving medicine should be considered highly relevant throughout the diving community: Any unusual symptom after a dive should be considered dive-related until proven otherwise. By strengthening and improving continuing diver education, understanding and eliminating any stigma associated with
diving injuries and promoting early reporting and consultation, the diving community can significantly reduce the likelihood of residual symptoms associated with any diving-related con- dition such as DCI and IPE. Dive leaders, instructors, divemasters, and trip leaders, set the tone for safety. Their influence extends beyond briefings. They are risk managers, educators, and cultural influencers. By actively promoting early symptom reporting, they create an environment where small problems are addressed before they become serious injuries. References: Lippmann, J., Caruso, J. (2024). "The Investigation of Diving Accidents and Fatalities” Diving Hyperb Med 2024. Sep 30;54(3):217–224. Mitchell, S. J., et al. (2018). "Pre-hospital Management of Decompression Illness" Undersea Hyperb Med. 2018 May-Jun;45(3):273- 286. Orr, D., & Douglas, E. Scuba Diving Safety 2007. Best Publishing Company. Orr, D. "The Normalization of Deviance (aka 'Short Cut Mentality')." Scuba Diving Industry Magazine, April 2024. Orr, D. "Dan Orr on Safety, Leadership, and the Future of the Diving Industry." Inside Scuba. 2025. Orr, D. "The Rule of Three: The Principle for Error Recognition and Critical Rethinking." Scuba Diving Industry Magazine. January 2026.
(Note: The information presented here is for general in- formational 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
When Dive Accidents (Utterly) Did Not Have to Happen by Al Hornsby , Owner, Al Hornsby Productions, Singapore
W HEN DIVE ACCIDENTS are reviewed his- torically, it quickly becomes clear that many of the most serious, horrific ones simply did not have to happen at all… and when such incidents are analyzed factually, one can usually only ask, ‘What in the world were the dive professionals thinking?’ The flip side of this is, of course, that in any potentially dangerous activity, especially one with lots of variables – like diving – it is impossible to eliminate all risk. However, when standards are followed
was waist-deep. The divers were quickly scattered, with the instructor attempting to tend to them individually. One gentleman had become separated from the group and began breathing from his regulator, unfortunately swimming into deeper water, away from the beach and the islet. He was later found by searchers, deceased, out of air, on the bottom, well offshore, cylinder and BCD empty, his apparently too large-sized fins lost from his feet as he had struggled. The litigation was quick and severe, with the dive store
and due care is practiced, hundreds of thousands of dives can be carried out each year with no accidents at all. One accident some years ago could serve as a poster child for fatal dives that simply need not have occurred,
and instructional staff named, along with the dive organization to which they belonged. There was simply no adequate defense for the accident and how it came about. For the store, which was in the process of trying to
He was later found by searchers, deceased, out of air, on the bottom, well o ff -shore, cylinder and BCD empty, his apparently too large-sized fi ns lost from his feet as he had struggled.
dives conducted in ways that could scarcely be imagined, much less used as apparent regular practice by a store and its instructors. In this case, it also was a store with resources, one which had begun building a franchise system of multiple stores in various parts of the US. The incident occurred in a southern, coastal state, in warm, shallow water, just offshore from a calm, sandy beach, where a small islet created a protected area, ideal for dive training and novice experiences. Despite the introductory scuba standards of the dive or- ganization in which the store was a member, the group was taken out without any formal academic orientation or training related to diving technique and risks, or the equipment they would use. Kitted-up at the water’s edge, they swam with their instructor out toward the islet, where the water
establish a multi-location franchise operation, the incident effectively ended those dreams, and the store’s insurance took a significant hit. Unfortunately, in reviews of serious dive accidents, a key issue all-too-often involves dive operations’ and dive profes- sionals’ poor behavior in ignoring the guidelines that have been carefully created, evaluated and proven over time. And, when such accidents are called to task through the legal process, defense is difficult and the penalties can be severe. Such stories as this can serve as ample reminders of the risks
created through the ignoring of the dive com- munity’s well-considered and well-constructed dive training and supervisory standards.
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SAFETY
Part 3: Emergency Planning for Scuba Diving Centers by Jeff McNutt , Chief Operating Officer/Owner of Dive BVI
N O DIVE CENTER WANTS to think about emer- gencies – but every responsible dive center plans for them. Scuba diving takes place in an environment where small problems can escalate quickly, and where time, clarity, and coordination matter more than almost anything else. In the first two articles of this series, we explored how Standard Operating Procedures create consistency and how employee handbooks shape safety culture. This final installment brings those elements together by focusing on Emergency Action Plans (EAPs) – the structured systems that guide calm, effective responses when the unexpected occurs. At Dive BVI, emergency planning is not about assuming the worst or creating fear. It’s about preparation. When staff know their roles, understand the plan, and have practiced it, emergencies are handled with confidence rather than confu- sion. Why Emergency Planning Matters in Dive Operations: Emergencies in diving rarely announce themselves in advance. A diver may surface feeling unwell. Weather can shift rapidly. Equipment can fail at inconvenient moments. In these situations, hesitation and uncertainty can cost valuable time. An Emergency Action Plan removes guesswork. It clearly defines who takes charge, who provides care, who manages the rest of the group, and who communicates with emergency services. Instead of everyone trying to help at once – or waiting for instructions – each team member knows exactly what is expected of them. For dive centers, this clarity protects divers, staff, and the business itself. It also demonstrates professionalism to guests, many of whom may never see the plan but will feel the confi- dence it creates. Types of Emergencies Dive Centers Must Prepare For: Effective emergency planning starts with acknowledging the range of scenarios that can occur. Dive centers like Dive BVI plan for both diving-related and non-diving emergencies. These may include decompression illness, barotrauma, panic or stress-related incidents, missing or separated divers, medical emergencies unrelated to diving, equipment failures, and sudden environmental or weather changes. Planning for these situations does not mean expecting them
to happen. It means recognizing that preparation is part of re- sponsible operations in a high-risk activity. Core Components of an Effective Emergency Action Plan: A strong EAP is clear, practical, and integrated into daily operations. It typically includes several key elements. Defined Roles and Chain of Command are essential. During an emergency, everyone should know who is in charge and who supports specific tasks. This prevents confusion and conflicting actions. Communication Protocols outline who contacts emergency services, who communicates with shore staff or management, and how information is relayed accurately and calmly. Equipment Readiness is another critical component. Oxygen kits, first aid supplies, radios, and signaling devices must be available, maintained, and checked regularly. Dive BVI incorporates equipment checks into routine SOPs so emergency gear is never an afterthought. Integrating EAPs with SOPs and Staff Training: Emergency plans are only effective if they are practiced. At Dive BVI, EAPs are closely tied to SOPs and reinforced through regular training and drills. This integration ensures that emergency responses feel familiar rather than improvised. Staff training focuses not only on technical skills but also on communication, decision-making, and teamwork under pressure. By rehearsing scenarios, staff build muscle memory and confidence. Conducting these drills allows time for questions from staff and opportunities to practice skills that may not have been used in a while. Take the time to get it done right and your team will be ready to respond in a pro- fessional manner. The Practical Advantage of Preparedness: When emergencies occur, prepared teams respond differently. They move with purpose, communicate clearly, and avoid unnecessary panic. This professionalism reassures both guests and fellow team members, even in stressful situations. Guests may not remember every detail of a dive, but they remember how a dive center handled a challenge. A calm, co- ordinated response builds trust and reinforces the perception that they are in capable hands. In many cases, the presence of a well-executed Emergency Action Plan turns what could have been a negative experience into a powerful demonstration
PAGE FOURTEEN | SCUBA DIVING INDUSTRY
SAFETY continued
of professionalism. Beyond the immediate situation, preparedness also reduces the likelihood of secondary incidents. Clear role assignment prevents crowding around an injured diver, ensures the rest of the group remains supervised, and maintains overall operational control. Documentation and Accessibility of Emergency Plans: An Emergency Action Plan must be more than a document stored in an office drawer. At Dive BVI, EAPs are written in clear, accessible language and made readily available to all staff. Key procedures are summarized in quick-reference formats on boats and at dive facilities, ensuring that critical information can be accessed even under pressure. Documentation typically includes emergency contact numbers, evacuation routes, nearest medical facilities, chamber locations, and step-by-step response outlines for common scenarios. These details are regularly reviewed to ensure accuracy, especially in destinations where medical services, phone numbers, or transportation options may change. Accessibility also means that new staff are introduced to emergency procedures early in their onboarding process. Fa-
miliarity with the plan from day one reinforces its importance and prevents gaps in understanding during real-world situa- tions. Regular Review and Continuous Improvement: Emergency planning is not a one-time task. Dive operations evolve, staff members change, equipment is updated, and lessons are learned through experience. Effective dive centers treat Emer- gency Action Plans as living documents. After drills, near-misses, or actual incidents, Dive BVI reviews what worked well and what could be improved. Feedback from instructors, divemasters, captains, and shore staff is encouraged. This collaborative approach strengthens the plan and reinforces shared responsibility for safety. Regular reviews also ensure compliance with industry standards and best practices. As training agencies update rec- ommendations or new safety insights emerge, EAPs are adjusted accordingly. This commitment to continuous im- provement reflects a proactive rather than reactive approach to risk management. The Human Factor: Managing Stress and Decision- Making: One of the most overlooked aspects of emergency
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PAGE FIFTEEN | SCUBA DIVING INDUSTRY
SAFETY continued
in managing real emergencies. Legal, Ethical, and Business Considerations: From a business perspective, emergency planning is also a form of risk management. Clear procedures demonstrate due diligence and responsible operation, which can be critical in the event of incident reviews or legal scrutiny. Ethically, dive centers have a duty of care to their guests and staff. Providing a safe environment includes being prepared to respond when things go wrong. An Emergency Action Plan formalizes that commitment and ensures it is consistently applied. Insurance providers, regulators, and training agencies in- creasingly expect documented emergency procedures. Dive centers that prioritize EAPs not only protect their operations but also position themselves as leaders within the industry. Emergency Planning as Part of Safety Culture: Perhaps the most important impact of emergency planning is cultural. When staff see that leadership invests time and resources into preparation, it reinforces the message that safety matters. Emergency Action Plans are not about fear or pessimism; they are about respect for the environment, the activity, and the people involved. At Dive BVI, emergency planning is woven into daily oper- ations rather than treated as a separate or uncomfortable topic. This normalization removes stigma and encourages open conversations about risk, readiness, and improvement. A strong safety culture does not eliminate emergencies – but it changes how they are handled. It replaces panic with purpose and uncertainty with confidence. Conclusion – Preparedness as Professionalism: Emergency Action Plans are the bridge between policy and action. They bring together SOPs, training, and culture into a practical framework that guides dive centers through their most chal- lenging moments. For dive operations like Dive BVI, emergency planning is not about expecting accidents – it is about honoring respon- sibility. By defining roles, practicing responses, maintaining equipment, and fostering clear communication, dive centers create an environment where both staff and guests feel secure. In the dynamic and unforgiving marine environment, prepa- ration is not optional. It is a hallmark of professionalism. And when the unexpected occurs, it is preparation – not luck – that makes the difference. This concludes our three-part series on dive center operations and safety.
DAN Hotline +1-919-684-9111
planning is the human element. Even highly trained professionals can experience stress, hesitation, or tunnel vision in unexpected situations. A well-designed EAP accounts for this by simplifying decisions and reducing cognitive load. Clear checklists, predefined roles, and practiced routines allow staff to act without needing to invent solutions in the moment. This structure supports better decision-making when adrenaline is high and time is limited. At Dive BVI, training emphasizes situational awareness and calm communication. Staff are encouraged to slow down mentally, confirm actions verbally, and support one another. These soft skills are just as important as technical proficiency
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PAGE SIXTEEN | SCUBA DIVING INDUSTRY
RETAILING
It’s Time to Stop Talking Shop: Reframing the Language of Scuba by Cathryn Castle Garcia , Owner, ClearStoryCoach.com, The Azores
I F YOU OWN OR WORK at a scuba diving business and you’re still referring to it as a “dive shop,” please stop it. I understand the phrase “dive shop” is our default response and it’s so deeply ingrained in our industry that we rarely question it. But we should. Because words matter. They shape perception, influence expectations, and ultimately de- termine the kind of relationship we build with our cus- tomers. Stop the Shop: Simply put, “shop” is the wrong word for what we do. Here’s why. A shop is transactional. It is a place where money is exchanged for goods. The interaction is brief, and functional. Like when we buy groceries. Or get a soda from a vending machine. Scuba diving is not about transactions. It’s about transfor- mation. We make amphibians out of regular people. We teach them to breathe underwater and we help them perfect
the gravity-defying miracle of neutral buoyancy. No one walks into our business simply to buy stuff. They come seeking something deeper. Yes, they do buy stuff, but there’s more to it. They come for confidence, adventure, and a sense of belonging. They are not just customers. They are students, explorers, and future advocates for the underwater world. Sadly, the language we use tells a different story. Retail, by definition, is transactional. It is an exchange between a seller and a buyer. When we position ourselves as a “shop,” we un- knowingly invite transactional behavior that may include price comparisons, one-off purchases, and low loyalty. We’re in the business of providing aquatic education and adventure experiences and building customer loyalty. It’s time we refresh our vocabulary so it matches our business objectives. Look Who’s Doing It: The most successful businesses in the world have already made this shift from selling/buying to relationship building. And they’re making big bucks doing it. Starbucks is not just a coffee shop. It’s what sociologists call a “third place,” a space between home and work where people routinely gather and connect. Apple does not operate electronics shops. Its stores are environments for learning, exploration, and support. Apple employs a “Town Square” concept and designs their retail locations with open spaces and free Wi-Fi, encouraging people to hang out. Their Genius Bars offer free tech support, while “Today at Apple” sessions offer free mini creative and tech workshops that help Apple products sell themselves. Customers can buy stuff, but with a vibe that invites them to enjoy Apple products without being pressured to make a purchase. The fitness brand SoulCycle has flipped the script on the exercise class. Yes, they offer exercise programs, but each 45 minute cycling class is a curated production designed to a evoke a mental and emotional release that benefits the participant beyond the scope of a cardio workout. The “soul” component of SoulCycle includes candlelight, carefully crafted playlists, and cycling instructors who morph into motivational speakers during each ride. Every aspect of their business leans hard into helping SoulCyclers feel like part of a tribe. Belonging is everything. And it’s working. SoulCycle, which started in 2006 as a New York City studio, has grown to a premium fitness brand with over 70 locations across the USA. They’ve built their community so successfully
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PAGE EIGHTEEN | SCUBA DIVING INDUSTRY
that SoulCycle doesn’t concentrate on locking customers into a mandatory membership. While they do offer discount packages, most classes are purchased individually. At about $30 to $40 a pop. Building Communities, Not Customer Bases: Experience drives loyalty. Research supports this. Companies that prioritize customer experience see significantly higher retention rates and increased lifetime value. Customers are not loyal to products. They are loyal to how those products make them feel. Far too often, when a potential customer walks through the door, we start spouting the features and benefits of dive gear, and listing upcoming class and trip dates. Instead of selling, we need to be welcoming, inviting. Cultivating trust. Trust is the bridge between transaction and relationship. A diver is not asking, “How much does this cost?” They are asking, “Can I trust you?” Trust reduces fear and builds confi- dence. Trust creates stories worth sharing. And trust is not built in a shop. It is built in a relationship. This is why language matters so much. Because language sets expectation. If we say “dive shop,” we frame the experience as transactional. If we say “adventure center,” we frame it as transformational. RETAILING continued
There’s a big difference between, “Come visit our dive shop,” and “Come join us at our aquatic adventure center.” One invites a purchase. The other invites a journey. Rephrasing is Rebranding: This is not semantics. It is strategy. This subtle but significant rephrasing is the start of rebranding that can revolutionize the scuba industry. In today’s world, divers can buy equipment online, often at lower prices. Competing as a shop is a race to the bottom. But relationships cannot be commoditized. When a diver feels known, supported, and inspired, they return. They refer others. They become part of something bigger than themselves. That is the business we are actually in. So, what do we call ourselves? Dive Center. Adventure Center. Aquatic Exploration Center. Ocean Experience Hub. I invite you to play around with how you and your staff will shift from “shop” to whatever you decide to become as you shift the narrative from transaction to transformation. From shopping to belonging. The future of the scuba industry will not be won on price. It will be won on clarity, connection, and trust. So, it’s time we retire the phrase, “dive shop.” Not because it’s wrong, but because it’s incomplete. We’re not shopkeepers. We’re guides and educators and stewards of the underwater world. email Cathryn
RETAILING
Why Dive Retailers Need a Refresher Course by Brooke Speedy , Manager, Tom Leaird’s Underwater Service, Muncie, IN
W E ENCOURAGE ALL DIVERS to stay active by diving multiple times throughout the year, but the reality for most divers is that they will experience a season of life when this isn’t possible. For those that can’t always make time in their year to dive, it is our re- sponsibility to encourage them to complete a Refresher Course so that they can regain their comfort and confidence in the water while becoming current with their skills. As retailers in an ever-changing economy and social climate, we cannot afford to become inactive. Dive retail operators need to continually update operation procedures to acclimate to change and to the expectations in the market. Our staff must always be confident and current with everything that is involved with working in the dive industry and interacting with customers. As the busy season begins to kick off, let’s complete a crash dive retailer refresher course together.
Every Dive Center should have the following items: 1. A procedure in place to track who your customers are. This means that you have a database of clients that at a min- imum includes their name, phone number, and email address. These are the most valuable data points to have on hand for all of your customers. They are a basis for commu- nication. If you have the means to record other customer information, consider tracking their certification level, birthday, “scuba-versary”, and a list of courses and dive des- tinations that they are interested in. Keeping track of your customer information requires time and training to maintain, so make sure everything that you track is for a purpose that is worth your time. 2. A defined method to connect with your customers. For some businesses this would be through email campaigns. This is still proven to be one of the most successful commu- nication methods in terms of return on investment. Other
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ways to connect with your cus- tomers is to use the many social media platforms. A combination of static posts and videos that you share daily on your homepage and in your stories covers all of your bases to achieve engagement with current and potential customers. Sharing your course and trip cal- endar as events across social media is another great way to increase customer engagement. An often- forgotten way to connect with our customers is by simply using your website. The ability to edit your website and direct your customers to it is like having a full-time per- sonalized billboard. Be sure to keep
seen. 3. An intimate understanding of inventory management. Selling the inventory you have isn’t about selling a customer something they don’t need, it’s about finding the person that needs what you have. Before this can happen, you and those on your sales team must have a clear understanding of what gear you have available in your Dive Center, how long it’s been there, and what type of customer would benefit from it. With the way things are currently in the industry, you also need to know what products you need to keep in stock, and an up to date ordering and shipping
your website up-to-date with current information for your customers to see. Whatever combination of methods you use, you must have a way to track your customers' engagement so that you know what you are putting out there is being
timeline for items that you don’t carry in stock. 4. A plan for keeping your staff trained. This one is tough. Some dive retailers have 2-3 employees, while others have much larger teams. Some businesses are family-owned
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and operated with very little staff turnover, some have frequent seasonal turnover. Regardless of your employee count, it is a healthy business practice to dedicate time each quarter to training your staff and keeping them up-to-date on business practices. Begin by creating an Operations Guide that you keep current as your business evolves. Make sure this document is easily accessible for your staff to refer
surveys and asking your customers to complete online reviews. This can be done by sending out emails to customers, reminding your customers to fill out a review after a trip, and posting signs around your facility with a barcode to leave some feedback in a survey. For your staff you might need to get a little more creative. Some industries do quarterly and annual reviews with their employees to track
to. Monthly in-person in-service events can be costly, so whenever you gather everyone together in person, make sure the information you are going over together is im- portant. Sending weekly staff emails or creating a memo system for your employees to review while they are in your facility is an easy and cost-effective way to keep everyone on the same page. Being organized in the way you com- municate is the best way to avoid complications with staff. 5. The willingness to recom- mend training, equipment, and travel based on your customers’ interest and needs. You are doing
their progress and grant raises and bonuses. You don’t have to put to- gether something as formal as large corporations do, it can be as simple as making time to check in with your staff members every few weeks. Don’t be afraid to ask them if there is something they would like to spend more time learning or if there is something they would like to do differently. At the very least, when you put new processes into place, be sure to check in frequently with your customers and staff so that you are achieving the expected results. Those last two items are likely the most controversial, but I’m willing to argue that they are the most im-
your customer and yourself a disservice if you routinely only take enough time to make the “easy sales.” It’s smart to have a class schedule template for the year but be sure to also pay attention to the interests and dive goals of your new customers. Adding courses based on your customers’ interests will keep them engaged with your business. The same goes for equipment. If someone is interested in gear that you don’t normally sell, make sure you are educated on it and consider introducing new items or brands into your inventory. Teaching new classes, selling new equipment, and traveling to different destinations won’t just help you retain your current customers, it will help you gain new ones. 6. A system in place to receive feedback from your cus- tomers AND your staff. As industry professionals we are the experts of our field. Our expertise often comes from years of experience and training. Don’t let your experiences keep you from being open-minded to change. The key to separate your business from the others out there is to not only be open to feedback from your customers AND your less expe- rienced staff, but to actively seek it out. For customers it can be as simple as having your students complete end of course
portant to the success of your business. Too many industry professionals get stuck in a routine of only advertising, selling, and promoting what has worked best for them during their scuba journey. While your passion adds a layer of persuasion to your sales pitch, it would be irresponsible not to fully educate your customer on their options as their needs may not be the same as yours. Feedback, whether positive or negative, has become so valuable that industries have been built on how to harvest it from the population. The more your customers and staff experience you asking for feedback, the more quality feedback you will get. Before another busy season begins, take some time to reflect and revamp the way you operate your business. I’m not trying to convince you to reorganize your entire business, I'm encouraging you to take a moment to acclimate to the reality that are operating in and begin making small changes that could have giant impacts. By beginning to expand and
reframe the way you and your business operate, you are able to reach new results. I hope you are feeling inspired, refreshed and ready for the busy season!
email Brooke
PAGE TWENTY-TWO | SCUBA DIVING INDUSTRY
RETAILING
Make Your “Why” the Mission: Turning Ownership into Purpose by Michael Connors & Rachael Connors , American Dive Zone, Grand Rapids, MI
W HEN YOU ACQUIRE a business, you’re stepping into something that already exists, a brand, a logo, a reputation, a customer base, and a set of values. Many people who buy a business want to use their unique set of strengths to make changes in these areas. Often, one of the first things that changes is the logo. It seems simple, but it carries weight. Subconsciously, it makes the new owner feel like this business is now officially theirs. What happens, though, when the visible changes are old news? The logo has been changed, the store has been renovated, and the website redesigned. Everything looks like yours, but how do you ensure the business continues to feel like yours? Start with Your ‘Why.’ Prior to starting down the path of business ownership we each sat down and wrote our ‘Why.’ Inspired by Start with Why by Simon Sinek, we wanted to define the deeper purpose behind what we were doing. We asked ourselves: Why do we want to own a dive shop? Our answers below, are from a Google Doc we made in 2024: Rachael’s ‘Why.’ I want to support the next generation of divers and shop owners: 1) Because diving has created a social network for us/created a community around a common passion and I want to create that for other people. 2) It expanded my perspective and got me curious about the ocean and different ways to explore and I want to introduce other people to that. 3) Empowerment, adventure, new identity - helps people tran- scend. 4) So everyone can live a fulfilling life. Michael’s ‘Why.’ To show others how amazing life can be: 1) Before diving, I was stuck in a monotonous rut - work was life. And after discovering diving it expanded my perspectives on life. Learned that the ocean and nature in general is fascinating and I want to show others. 2) Life is short. People don’t know what they are missing out on until they see it. 3) Want people to have an appreciation for how amazing nature and human life is. 4) Fulfillment has come from diving. 5) It gives people’s lives more meaning. Where ‘Why’ Becomes Your Mission: Our ‘Whys’ were unique for each of us. Rachael’s touched on building community, adventure, and life fulfillment. Michael’s touched on appreciating nature, expanding people’s perspectives, and living life to the fullest. Our ‘Whys’ intersected in an important way though: we both believed in the power of diving to change lives. That intersection became our mission.
Mission: To develop and empower confident, connected, and capable divers through outstanding instruction, personalized guidance, and a welcoming community. Vision: To be more than a dive center – to be a home for divers of all levels who seek adventure, a welcoming community, and an opportunity to help preserve the underwater world for generations to come. Finding your ‘Why’ isn’t just a feel-good exercise. It’s a practical business tool. It helps guide decisions, shapes your leadership style, and defines what your business stands for beyond products or services. It reveals your strengths as a business owner. For example, the way Rachael was embraced and welcomed into the dive community is one of the reasons she wanted to be a shop owner. Now, Rachael leads our com- munity efforts because it fulfills her purpose to pay that experience forward to our customers. Your ‘Why’ also supports your brand development. When you’re posting social media content, your ‘Why’ will spark ideas for content creation, and also hold you accountable for the way you portray your business on social media. For us, most of our content is community centric. Staying Grounded with your ‘Why.’ Owning a business isn’t smooth sailing. There are challenges, slow seasons, and un- expected setbacks. Your ‘Why’ is what anchors you through all of it. It’s a constant reminder of why you started and why you should continue forward despite the trade winds and swells. Take out a piece of paper, and write down your ‘Why.’ Post it in your office, or to your laptop, share it with your staff and en- courage them to write their ‘Why’ down too. Post that piece of paper anywhere that is visible when you’re working. The power of that piece of paper will reveal itself quickly. Make the Business Yours: At a certain point, the surface- level changes stop mattering. What defines your business isn’t the logo or the store layout, it’s the mission behind it. Don’t be afraid to make the business your own. You have the right, and responsibility, to shape it in a way that aligns with your purpose. People feel purpose. So define your ‘Why,’ and build your mission from it. Lead with your mission and ‘Why’ every single day. Because when your mission aligns with your ‘Why,’ you’re not just running a business, you’re building something that matters. PAGE TWENTY-THREE | SCUBA DIVING INDUSTRY email Rachael
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