Fundamental #3: Budget for Annual Maintenance The importance of continued, disci- plined reinvestment in the operation is foundational to long-term viability. As Hare notes, “The stakes are real. When snowmaking is delayed or lifts go offline, resorts lose not just days on snow—they lose momentum.” Many resorts share the challenge of aging infrastructure. And when a lift is nearing the end of its lifecycle like Poley’s quad, or snowmaking systems become unreliable, the cost of inaction may be unplanned downtime, lost reve- nue, or erosion of guest trust, notes Hare. Follow the data. Planning for major investments in snowmaking and lift infra- structure were central to Poley’s strate- gic planning process. The cost-benefit between the continued maintenance of old systems and investing in new—including the factors of reliability, energy efficiency, environmental impact, and guest experi- ence—were quantified. The data helped solidify the need for replacement. Boler’s annual budget accounts for the consistent upgrading and replace- ment of key operating assets, which is always front-of-mind, says Thody. Like- wise, the performance of the ongoing operation is monitored, so that nothing is eroding the profit goals that allow for this critical annual reinvestment.
ties within the local and regional mar- ketplace was a foundational component of its strategic business plan and contin- ues to be a key to ongoing success. The first major investment from the plan, the Treetop Adventure Course, responded to the goal of hosting visits from the many regional kids’ day camps. “When we looked at expanding our camp program, we couldn’t compete. So, we opted for an attraction that would host visits from these outside camps,” Thody explains. The course is also con- sistent with the “adventure” orientation of Boler’s established brand and helps keep key staff engaged year-round. Incremental changes add up. Likewise, incrementally added week- ly programs at Boler, identified in the plan, continue to grow from local mar- ket demand. Following its disciplined, data-driven approach, the Boler team has grown its kids’ mountain bike camps, weekly mountain bike race series, and volleyball league to a point where all have exceeded original expectations. A bonus, says Thody, has been sched- uling the weekly bike race and volleyball league on the same night. “A crowd loves a crowd, and when people came out on this night, the takeaway is, ‘Wow, there’s a lot happening at Boler in the summer.’” Fundamental #5: Invest in an Engaged Management Team Both mountains attribute much of their success to the commitment of their man- agement teams. “Poley’s investment in a year-round, engaged team has been a success story,” says Hare. “Having six or seven full-time employees through the summer is a key shift from the past and sets the stage for better strategic execu- tion. Our new CFO has overhauled our financial systems, and we’ve doubled
down on HR so we can up our game on people management.” At Boler, Thody notes that it takes a consistent team to execute a successful F&B offering. Developing a year-round F&B program has allowed the resort to support a talented year-round team. The results? F&B revenue increased almost 100 percent over the past two summers. PLAN TO THRIVE Hare’s message to fellow operators of small ski areas is heartfelt. “As a small area, our plan is our power,” he says. “Poley Mountain has proven that small resorts can thrive with clarity, commit- ment, and courage. If you’re leading a mountain today—big or small—ask yourself: Do we have a plan? Are we lis- tening to our guests? Are we measuring what matters?” Finally, he says, “Consult your team and partners. Engage your leadership. Prepare your future.”
TOP: A cost-benefit analysis solidified Poley Mountain’s need to replace (rather than maintain) its workhorse quad lift in the next five years. BOTTOM: After reinvesting in winter infrastruc- ture, Poley pursued incremental summer growth with offerings like a small RV park.
Fundamental #4: Know Your Audience
Poley: pay attention to guests. Poley’s most defining strength might be its will- ingness to listen. In the spring of 2022, the resort surveyed its season pass holders. More than 30 percent responded. They asked for a better terrain park, more effi- cient dining experiences, healthier menu options, stronger social media engage- ment, and a deeper commitment to sum- mer operations like mountain biking. “Our job isn’t just to make decisions; it’s to listen and adapt,” says Hare. “The best ideas often come from the people using our hill every day. And the real magic happens when your team feels empowered to act on what they hear.” That spirit of responsiveness has become a core part of Poley’s identity. Boler: identify opportunities. At Boler, clarifying the unique opportuni-
Made with FlippingBook Digital Proposal Creator