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
MARCH 2026 PUBLISHED BY CLINE GROUP
BUSINESS EDU RETAILING RESEARCH TRAINING PHOTO PRO
TRAVEL SAFETY ECO PRO
digital version
Photo by Stephen Frink of the late Wayne B. Brown in Little Cayman on Cayman Aggressor IV, 2010.
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TABLE OF CONTENTS SCUBA DIVING INDUSTRY™ MAGAZINE • MARCH 2026
FROM THE PUBLISHER 05 A Changing Tide for Dive Travel / William Cline INDUSTRY NEWS
ADVERTISERS 2 Divers Alert Network (DAN) 3 Aggressor Adventures 7 Bahamas Ministry of Tourism 8 The Dive Shop @ Cape Eleuthera 10 Barefoot Cay Resort, Roatan 11 All Star Liveaboards 13 Fort Young Dive Resort Dominica 15 Explorer Ventures Liveaboards 17 Blue Force Fleet Liveaboards 19 Fog-X Mask Defogging Film 20 Sea Experience, Ft. Lauderdale, FL 21 Deep Blue Adventures Travel 24 Dive BVI’s 50th Anniversary 25 Visit Cayman Islands | ISDHF 26 Lita’s All Natural Insect Repellant 29 Diveplanit Travel Planners 32 Books by Dan Orr/Best Publishing 34 2026 NOGI Awards Gala @ DEMA 35 Stream2Sea Reef Smart Products 36 ScubaRadio 38 Alex Brylske’s Book by Reef Smart 39 NAUI 41 Aqaba Blue: Ocean Future Show 46 X-Ray Magazine 48 SSI/Scuba Schools International 49 Clear Story Coach 49 Dive Industry Young Professionals 50 Scuba Show 2026 West & East 51 Neal Watson’s Bimini Scuba BACK COVER DEMA
06 In Memoriam: Wayne B. Brown, Aggressor Adventures / Patty Cline 09 From Rags to Enrichment – A Tribute to the Late Wayne B. Brown / Cathryn Castle Garcia RESEARCH 12 How Geopolitical Events Are Shaping Dive Travel Con fi dence / William Cline BUSINESS EDU 15 How Dive Shops Can Thrive This Summer Amid Rising Costs and Travel Uncertainty / Margo Peyton 20 Part 2: Creating an Employee Handbook for Dive Centers / Je ff McNutt 24 Trust, Accountability, and the Lessons of Leadership / Karen Mullett RETAILING 27 To Discount, or Not to Discount, That is Our Question? / Je ff Cinciripino 28 Divemasters as Brand Ambassadors, Not Just Safety Monitors / William Cline and Amber Wagenknecht TRAINING 30 Part 3: Where is the Best Place to Develop Divemasters and Instructors? / Tec Clark 31 Fitness Insights Part 3: A Retailer’s Case Study / Gretchen M. Ashton SAFETY 32 Building a Safe and Enjoyable Buddy Relationship for Traveling Divers / Dan Orr 36 From Swim Lessons to Scuba: Turning Pools into a Pipeline / Al Hornsby ECO PRO 37 Accessible Tourism: An Inclusive Future for Dive Travel / Alex Brylske, Ph.D. 39 The Invisible Thread: Why the Ocean is Your Next Breath / Kramer Wimberley TRAVEL 42 A Group Dive Guide to St. Lucia - the “Helen of the West Indies” / David Prichard & Lily Mak 44 Part 6: How to “Blue” Your Business and Make More Green – Dive Academy Fiji / Gil Zeimer 46 Europe: A Wreck Diver’s Paradise – With a Few Rules / Peter Symes PHOTO PRO 47 Shooting Vertical Worlds: Capturing Height, Depth and Scale / Steven Lopez, MSc & Dr. Carmen Obied
PAGE FOUR | SCUBA DIVING INDUSTRY
FROM THE PUBLISHER A CHANGING TIDE FOR DIVE TRAVEL
About the Cover: Photo by Stephen Frink of the late Wayne B. Brown aboard the Cayman Aggressor IV, Little Cayman, Cayman Islands 2010. Cannon EF 14mm ƒ2.8L II USM, ISO 125 1/60s.
William Cline, Publisher Patty Cline, Associate Publisher Amber Wagenknecht, Executive Editor Betty Orr, Senior Editor Neal Watson, Sr., Editor-at-Large Britain Cline, Advertising Sales Manager Carlos Lander, Latin America Ad Sales June Cline, Social & Podcast Producer Contributors: Gretchen M. Ashton, CA Alex Brylske, Ph.D., FL Cathryn Castle Garcia, Azores, Portugal Jeff Cinciripino, CT Tec Clark, FL Patty Cline, TX William Cline, TX Stephen Frink, FL Al Hornsby, Singapore Steven Lopez, MSc & Dr. Carmen Obied Dan Orr, ID Jeff McNutt, BVI SCUBA DIVING INDUSTRY™ MAGAZINE MARCH 2026 VOL. 2, NO. 3
What a month. As we were preparing this issue, we lost one of the true pioneers of the dive liveaboard industry, Wayne B. Brown . His impact on dive travel, and on the people who built their businesses around it, cannot be overstated. Patty Cline and Cathryn Castle Garcia each contribute a tribute in this issue, including a closer look at Wayne’s
ideas through the lens of his book and the legacy he leaves behind. At the same time, the dive travel landscape continues to shift.
With ongoing conflict in the Middle East, continued instability in parts of Latin America, and even challenges in the USA affecting air travel and security, planning dive travel has become more complex than at any point in recent memory. That reality led us to launch a new industry survey, alongside a parallel consumer study, to better understand how global events are influencing dive travel. The early results, highlighted on page 12, point to an important shift. This is not simply a demand issue. It is a question of timing, confidence, and how decisions are being made. This month’s issue reflects that change. We continue to explore travel, but through the lens of the dive professional. Our features on St. Lucia (by David Prichard & Lily Mac ) and a unique business model in Fiji look beyond the destination itself and focus on how retailers and group leaders evaluate, position, and sell these experiences (by Gil Zeimer ). At the same time, several contributors address the operational side of running a dive business in a more uncertain environment. Tec Clark explores opportunities within colleges and universities, Jeff McNutt continues his series on building effective employee systems, and Amber Wagenknecht and I take a closer look at the evolving role of the divemaster in today’s dive operations. Jeff Cinciripino brings the conversation back to the retail floor with a practical discussion on discounting, while retailer Karen Mullet tackles the increasingly complex issue of employee and contractor management. Margo Peyton, whose work has influenced generations of divers, shares her perspective on how retailers can continue to succeed in a challenging travel environment. Alex Brylske expands the conversation further with a thoughtful look at accessibility and its growing importance in dive travel. And Kramer Wimberley reminds us of the deeper connection between divers and the ocean, and why that relationship matters for the future of our in- dustry. Finally, Dan Orr, our most-read author from the February issue, returns with a timely look at one of the most fundamental aspects of dive safety: assigning and managing buddy teams. Taken together, this issue reflects where the industry stands today. We are all navigating change. We are adapting in real time. And we are being asked to rethink not just where we send divers, but how we guide them there. Thanks for reading this issue.
Karen Mullett, OH Margo Peyton, SC David Prichard & Lily Mak, TX Peter Symes, Denmark
Amber Wagenknecht, TX Kramer Wimberley, NY Gil Zeimer, CA
Diving Industry ™ Magazine: (Print: ISSN 2996- 1416, Digital: ISSN 2996-1424) Published monthly by Cline Group LLC, 1740 Airpark Lane, Plano, TX 75093. Printed copies are mailed within the USA to select dive retailers & advertisers. Subscriptions are free to dive professionals & distributed digitally to 165 countries. POSTMASTER send address changes to Scuba Diving Industry Magazine, 1740 Airpark Ln., Plano, TX 75093. Any part of this publication may be reproduced, as long as the source is quoted “Scuba Diving Industry Magazine.” For editorial requests, email editor@scubadivingindustry.com or 954-358- 9660 The views and opinions expressed in this mag- azine are those of the contributors and do not necessarily reflect the official policy or position of Cline Group LLC or any of its affiliates. © 2026, all rights reserved by Cline Group LLC.
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William Cline, Publisher
PAGE FIVE | SCUBA DIVING INDUSTRY
INDUSTRY NEWS
In Memoriam: Wayne B. Brown, Aggressor Adventures by Patty Cline, Associate Publisher, Scuba Diving Industry Magazine
T HE GLOBAL DIVE TRAVEL COMMUNITY lost a respected leader, industry voice, and longtime friend with the passing of Wayne B. Brown from Aggressor Adventures on March 3, 2026, after a long and courageous battle with bile duct cancer. Wayne was widely known throughout the diving world as the owner and CEO of Aggressor Adventures, one of the most recognized liveaboard and adventure travel brands in the industry. After acquiring the Aggressor fleet in 2007, he helped transform the company into a global adventure travel
the world. In 2024, Wayne added another chapter to his professional journey when he published his first book, From Rags to En- richment: How I Define Success in Business and in Life . The book reflects on the lessons he learned throughout his life and career, sharing personal stories and business insights that encouraged readers to think about leadership, perseverance, and what it means to build a meaningful life. Those who knew Wayne consistently describe him as thoughtful, steady, and deeply committed to the people who
organization offering live- aboard diving expeditions, river cruises, and signature lodges across multiple conti- nents. An entrepreneur at heart, Wayne’s career path was any- thing but traditional. Raised in Florida, he served in the United States Air Force as a medic before entering the business world, where he even- tually built and sold a network
make the dive industry special. Whether working with dive retailers, collaborating with travel partners, or mentoring others within the industry, Wayne approached his work with humility, professional- ism, and a genuine desire to help others succeed. For many, Wayne was not only a respected business leader but also a trusted col- league and friend. His dedi-
of more than 60 Taco Bell franchises. His passion for diving and travel ultimately led him to Aggressor, where he applied his business acumen and personal leadership style to expand
cation to the dive community and the company he helped build will continue to shape Aggressor Adventures and the broader dive travel industry for years to come. The team at Scuba Diving Industry Magazine extends our deepest condolences to Wayne’s family, friends, and the entire Aggressor Adventures family. His voice, leadership, and friendship will be deeply missed. Publisher’s note: Aggressor Adventures is one of our flagship advertisers that supported our magazine from issue number one.
the brand while maintaining the high standards that divers around the world have come to expect. Beyond his role as a business leader, Wayne was a respected voice within
“Adventure begins the moment you decide to explore beyond what is comfortable.” – Wayne B. Brown
the dive industry. He was a frequent contributor to industry discussions, speaking openly about leadership, customer service, sustainability, and the future of dive travel. Wayne often shared his insights through articles and interviews, and he was a valued contributor to Scuba Diving Industry Magazine. He also appeared on the magazine’s podcast, where his thoughtful perspective and candid approach to business resonated strongly with dive professionals around
Wayne’s support is what has made this magazine possible for our industry. We all at Scuba Diving Industry Magazine send the family condolences and healing with Wayne’s passing.
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PAGE SIX | SCUBA DIVING INDUSTRY
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INDUSTRY NEWS
From Rags to Enrichment – A Tribute to the Late Wayne B. Brown by Cathryn Castle Garcia ,Owner, ClearStoryCoach.com, The Azores
I N MY WORK AS A WRITING COACH and editor/publisher, I’ve had the good fortune to work with many leaders and innovators in the scuba diving industry. I worked with Aggressor Fleet owner Wayne B. Brown to publish his book, From Rags to Enrichment: How I Define Success in Business and in Life. We were set to launch his new book during DEMA 2024 in Las Vegas, but Wayne had to cancel, last-minute. Gall bladder surgery. He said it was rou- tine. Wayne B. Brown died on March 3, 2026, after what a
success, and identifies the pet peeves he regularly deals with as an entrepreneur. Wayne’s honest, down-to-earth style of chronicling his personal ‘from rags to enrichment’ experience will probably leave you feeling like you’ve just spent time gaining valuable wisdom from a trusted friend.” A Finely Tuned BS Detector and Honesty as an Antidote to Nonsense Among the many things I learned from Wayne is that it’s pointless to try and make friends with everyone, just for the sake of “being nice.” Wayne valued honesty and integrity. He lived by these qualities, and he expected them of others, too.
press release issued by Aggressor Fleet stated was, “a very private battle with bile duct cancer.” Seems the gall bladder thing wasn’t routine, after all. Dammit. The news of Wayne’s death came as a shock. We’d worked closely together over a two-year period, collecting and refining the stories he selected to include in his book, and during that time, formed a friendship. We discussed the prospect of other books he wished to write, and future plans he had for his business and his family. He was living a full, rich, happy life. When he rattled off his to-do list of projects and
In his book, he explains, “When it comes to the people I aim to associate with, integrity is a fundamental component of the relationship. To me, the word integrity describes iron-clad honesty, the no-nonsense kind that doesn’t waiver, no matter what. It’s about doing the right thing, without any drama. Some years ago, I owned a business in partnership with a couple of friends. We decided to sell the business, and during our first discussion about selling, I said, “I
adventures, it was easy to imagine he’d live forever. I’m sorry his death is an occasion to use the cliché, “he’s gone too soon.” But it’s true. My heart goes out to his wife Dana, his children and grandchildren, the Aggressor family, and everyone who loves him and mourns his passing. To follow are a couple excerpts from Wayne’s book. I’m thankful to William Cline and Scuba Diving Industry Magazine for agreeing to honor Wayne in this way. Wisdom from a Trusted Friend Dive industry veteran and Wayne’s dear friend Doug McNeese kindly offered to provide the book’s preface, saying, “Wayne shares his unique and sometimes unconventional perspective on what success really means – and how simple it can be to achieve it for yourself. But this isn’t a formulaic business how-to book. He shares personal anecdotes about his family and friends, challenges some so-called business norms, reveals a few of his own missteps along the road to
know money has a way of making enemies out of friends. I want to make sure, right from the start, that we go through the financials carefully and put everything on the table, and we determine ahead of time how the proceeds will be divided. We need to avoid a situation that could impact our friendship.” We all agreed, and we enlisted a broker to handle the sale. We each submitted our financial records, which showed I had invested the most money in our venture. The broker used the financial data to come up with the amount each partner was to receive at closing. Because I’d put in the most money, I’d earn the most from the sale. The math was simple, but it didn’t stop the situation from getting complicated because one of the partners insisted on receiving a larger share. This might be okay when you split a lunch tab and one person’s burger is more expensive than another’s salad; maybe you’re only talking a few dollars’
PAGE NINE | SCUBA DIVING INDUSTRY
INDUSTRY NEWS continued difference, so it’s no big deal. You’re friends, right? But when
driving to lunch. He put it on speakerphone. I listened quietly as his grandson pitched “Papa” Wayne on the idea of funding his bid for after- school math tutoring. Wayne listened to the pitch and then asked his grandson for details about the tutoring program. He negotiated paying for the lessons with the same intensity as sealing a major business deal. He of course agreed to pay for his grandson’s classes, but only after they’d settled on what chores his grandson would complete to repay the loan. After they finished the phone call, Wayne said, “I’ll pay for anything my grandkids need, but I don’t want to spoil them, either. This was a good chance to offer my grandson a lesson in negotiating a business deal, but what I really did just now? What I really did was buy myself some time with him. Sure, I’ll get some work out of him when we do chores
selling a business that’s got a hefty price tag attached and one partner has put in more money than the other, ‘Let’s just split it’ doesn’t cut it. Both the broker and I tried ex- plaining the numbers to him, but he dug in, insisting I forfeit a portion of my share ‘to make it even.’ It ended the relationship. I feel proud that the people I welcome into my inner circle are the ones I know I can trust. I think this is because over the years, I have developed what I refer to as a highly re- liable bullshit detector. I typically know right away when someone is trying to feed me a line of BS.
I’m not interested in drama. Sure, every person will have their share of crazy stuff to deal with in life, but I think some people go looking for crazy-making situations. Not me. I’d rather be out enjoying a scuba dive than dealing with dra- ma.” Time as the Best Investment Once when I was visiting Wayne in Georgia for work on his book, he took a phone call from his grandson as we were
together. But what I bought was time. Spending time with my grandkids is the best investment, ever.” Oh, Wayne. I wish you’d had more time. God- speed, friend. We’ll miss you.
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RESEARCH
How Geopolitical Events Are Shaping Dive Travel Confidence
by William Cline , Publisher & President for 35 years of Cline Group, a marketing, research and advertising consultancy specializing in the scuba diving industry.
W E STARTED 2026 WITH A BANG. Then a war in the Middle East, disrupting most diving in the region and even affecting transits to topical Asia for most of the world. Then a double whammy, US airports have seen massive disputations due to government funding. All this gave us cause to look at what’s happening with travel. I was on the phone with Caradonna’s Tim Webb recently and he said something that stuck with me about needing to be up on world events due to the thousands of their customers traveling the globe. So it gave me an idea. Over the past several weeks, we asked both dive professionals and diving consumers how global events are influencing travel behavior. The responses, while varied, point to a consistent and important conclusion. There is a shift occurring in dive travel and it’s not just affecting the Middle East. From the industry side, the impact is clear. Almost 80% of travel sellers report moderate to significant disruption in recent bookings , with over half reporting (55%) that they have seen cancellations and postponing of travel bookings in general. The effect is especially pronounced in regions tied to geopolitical tension. Travel connected to the Middle East shows extreme impact levels exceeding 80%, while Mexico, the Caribbean, and parts of Latin America reflect a more mixed but still meaningful level of disruption, generally in the moderate range. Customer behavior reflects that pressure. About 32% of operators report customers postponing trips, while approxi-
mately 26% are seeing cancellations. Another 21% report customers actively switching destinations , leaving roughly 21%, reporting no noticeable change (see chart). At the same time, nearly 70% of respondents report an increase in customer questions about travel insurance , with 42% indicating a significant increase. What was once an afterthought is now part of the core decision-making process for travel. But the most valuable insight from the industry survey is not just what is happening. It is how operators are responding. We asked an open-ended question about how they were dealing with the disruptions and here are some of the re- sponses: “We are reaching out to clients to answer questions, try- ▪ ing to save what bookings we have.” “Increased communication and information updates.” ▪ “Choosing destinations with minimal conflict and re- ▪ quiring travel insurance.” Across the board, travel sellers are spending more time guiding customers through uncertainty. Communication has become central to the process. Flexibility has become a requirement. And in many cases, travel insurance is no longer optional: “We require everyone to have full travel insurance now.” ▪ “Encouraging trip insurance and educating customers ▪ on options.” Travel sellers are also adapting their offerings. Many are redirecting travelers to alternative destinations , adjusting travel routes, and introducing more flexible booking terms: “Switching destinations.” ▪ “Seeking alternate travel routes or alternate destina- ▪ tions.” “Give credit for future bookings.” ▪ The role of the dive travel seller is evolving. This is no longer just about organizing trips. It is about managing risk, setting expectations, and helping customers make informed decisions in a more complex environment. In some cases, the adjustment has been more extreme as one respondent replied: “Quit doing dive travel.” ▪
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RESEARCH continued
While that response is not wide- spread, it underscores the uneven nature of the impact across the industry. Looking ahead, the outlook re- flects continued caution. Approx- imately 72% of sellers expect either a moderate or significant decline in dive travel demand through the remainder of 2026 , with 34% anticipating a significant
decline for the rest of 2026. However, a smaller segment, about 10%, expect growth in alternative destinations, rein- forcing the idea that demand might shift rather than de- crease. At the same time, the consumer responses tell a slightly different story. While the sample size is smaller, the pattern is consistent.
Travel demand is not disappearing. It is shifting geographically and becoming more selective. When viewed together, the two datasets reveal something important: Travel sellers and retailers are feeling the impact through slower bookings, increased cancellations, and more complex customer interactions. Divers, however, are signaling that the desire to travel is still very much intact.
They are simply taking longer to decide, asking more questions, and committing closer to de- parture. That gap between perception and behavior matters. It suggests that what the in-
The majority of divers surveyed (85%) indicate they are an active diver and take at least one trip out of their home country per year to dive . Of these, 53% say they have already booked an inter- national dive trip within the next
“I am educating myself on travel insurance options, and partnering with a dive travel agency who can speak to options at a high level to my customers.” – Survey Respondent
12 months. The data shows that 31% are planning to book but not committed as of yet. Rather than cancelling outright, many are delaying decisions. A significant portion indicated they are “waiting to book,” “watching the situation,” or pushing travel further out, in some cases into 2027. The booking windows are very much tied to each region where the divers live. Long haul trips are still in the 12+ months window, whereas closer destinations are mostly booked in the three to six month window. Consumer responses also highlight an important nuance. Not all destinations are viewed equally. Perceived safety varies by region . The Caribbean/Bahamas remain relatively stable in the eyes of most divers, with generally low concern levels. Mexico and parts of Central America and the Mediter- ranean show more mixed sentiment, ranging from neutral to elevated concern. Southeast Asia reflects moderate concern, often tied to travel logistics and transit routes. The Middle East and Red Sea stand apart, with consistently high concern levels across respondents as would be expected with a war raging in the region. This reinforces what many operators are already experiencing.
dustry is experiencing today is not a loss of demand, but a compression of the decision-making window. Confidence has become the key variable. And in that environment, the role of the travel advisor be- comes more important than ever. As one travel seller re- sponded: “I am educating myself on travel insurance options, and ▪ partnering with a dive travel agency who can speak to options at a high level to my customers.” The takeaway is straightforward: The interest is still there. The demand has not gone away, but where they wish to go has very much changed for the near future. The good news is a large percentage of consumer divers rely on their local dive shop for information on where to go. Pointing to the need for retailers to stay current on what’s happening in the world. Because today, more than ever, divers are not just choosing where to go. They are deciding when they feel confident enough to go.
survey results
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PAGE FOURTEEN | SCUBA DIVING INDUSTRY
BUSINESS EDU
How Dive Shops Can Thrive This Summer Amid Rising Costs and Travel Uncertainty by Margo Peyton , co-owner Kid’s Sea Camp, Columbia, SC
T HIS YEAR, THE DIVE INDUSTRY faces real challenges: geopolitical tensions, airline fuel surcharges, and oil prices hovering near $119 a barrel. International trips and distant hotspots are pricier than ever for families. International trips and distant hotspots are pricier than ever for families. Many North American families may skip overseas adventures and stay closer to home this spring and summer. But here’s the opportunity: what looks like a hardship can become a Hail Mary for local dive shops if we pivot smartly. The key? Lean into what’s already working: families, kids, and community. With fewer travelers heading abroad, summer becomes prime time for domestic programs that draw parents, grandparents, and youth right into your storefront. These aren’t just “nice-to-have” activities, they’re revenue engines: gear sales, certifications, rentals, and building
a community that generates repeat business. Here’s how to make it happen. 1. Launch Kid-Friendly Summer Programs – SASY, SEAL Team, Bubble Maker, and focus on junior dive courses. “SASY” is a Surface Supplied Air System that resembles a scuba unit with a small tank and regulator designed to float on the surface. Kids wear a foam-ballasted BCD and snorkel in shallow water. It introduces the youngest kids to ocean science, marine life, and equipment basics. Pair it with arts and crafts, logbooks, and fish ID games, and you’ve got a five- morning summer or holiday program that parents will em- brace. For eight- to ten-year-olds, the PADI Seal Team, Bubble Maker, or even SSI Scuba Rangers offers an introduction to diving through fun learning games with an instructor. Include
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PAGE FIFTEEN | SCUBA DIVING INDUSTRY
BUSINESS EDU continued
happy, patient staff, or train instructors who enjoy working with kids. Recruit parents, more on that later. The joy created for both kids and families who walk through your doors for camp and leave with happy kids and goodie bags, including masks, fins, snorkel sets, and a dive shop camp T-shirt, is powerful. Many parents have one diver and one non-diver, so the experience, if done well, can lead to mom or dad starting their Open Water certification. My own business exploded because non-diving parents crave meaningful summer options not just for their kids, but with their kids. Your shop can be that option. 2. Build a Junior Divemaster Pipeline Teens aged fifteen to seventeen will love the Junior Divemaster program. It’s not just training, it’s building character, leadership, and mentoring the next generation of leaders. They can help set up topside classes, supervise topside activities like bathroom breaks and snack time, rinse gear, and load materials for the day. Junior Divemasters want to learn the business of diving and can help with social events, talk about diving, and invite family and friends from school and home. They learn leadership, earn certifications that shine on college applications, and, best of all, go on to complete their Divemaster program with you once they are 18. I have over 35 instructors who started as young kids with me and over 50 Divemasters. I take great pride in contributing to their future and mentoring them as they grow into fine young adults, many of whom come back year after year to help with trips, teaching classes, or inspiring the next generation. This summer, run a week-long intensive: morning Junior Divemaster programs including learning skills, customer service, store tasks, and welcoming clients for socials. One teen Divemaster can recruit five more kids just through their Facebook or Instagram posts. That’s instant foot traffic. Run a Rescue Diver camp, not just a class but a week-long experience. Work on skills, real-life scenarios, and include Junior Rescue. Invite parents who may not want their kids to outrank them, or who want to feel more confident diving with their newly certified kids. Talk about safe places to dive, good questions to ask when planning a family dive vacation, and different types of diving. Ask participants to write a story about their journey learning to dive with you. Discuss jobs they can qualify for with a Rescue Diver certi- fication, like lifeguard, pool patrol, or safety diver, another angle for partnerships with local pools or schools. Talk about the path to Master Diver and Divemaster. Invite past participants to speak at social nights.
underwater photo hunts, PVC wreck building, fish ID, and treasure hunts to create a full week of fun. The PADI Seal Team offers logbooks, crew packs, and stickers, and can be done over multiple weekends, school vacations, or as a summer camp. Kids truly love the zero gravity, and learning about marine life is filled with arts and crafts and other hands-on activities. These confined water programs need only a pool, no ocean required, so any shop with access can run them. Pro Tip: Keep ratios at one instructor to two kids. Hire
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3. Turn Photography into PR Gold I buy SeaLife cameras and give them out for free use in all my classes and trips. They are rugged, affordable, kid-proof, and not too expensive. They’re your secret weapon. Assign “adventure dives” where they shoot stills and video, then write stories like “My First Wreck” or “What I Saw on My Dive Today.” Encourage them to post and share with your BUSINESS EDU continued
the additional revenue from selling SeaLife cameras. This also creates an end-of-week graduation and slideshow where you showcase their best photos and invite parents to experience it through their eyes. This creates a strong emotional connection and often leads to bookings for the next class or trip. Add a photo contest: best shot wins a free certification. Parents love bragging rights, and you gain content and leads. I’ve seen kids outshoot pros, those raw, emotional frames are pure gold. 4. Host Family Events & Milestones Host underwater birthday parties, graduation dives including parents or even grandparents. I cut a piece of PVC, tie a ribbon around it, and write the student’s name, the instructor’s name, and the dive shop name on it. I present it underwater with a handshake and capture a photo with the family. These moments turn into holiday cards and incredible word-of- mouth marketing. One mom bought her daughter and eleven classmates an Open Water certification as gifts. That created long-term clients and lasting memories. Partner with local schools, churches, and community groups. Many have pools and are eager for new summer experiences. Offer group dive programs with special rates and invite com- munity leaders to demo days. Mom-and-me classes, where parents and kids learn together, are powerful. Grandparents too, I’ve helped certify over 100 parents who now dive with their grandkids. Host social barbecues, destination nights, and local dive outings. Inland shops can use lakes or quarries. Every event drives gear sales, rentals, and future travel bookings. Encourage attendees to bring a friend and offer incentives. 5. Leverage Free Promotion & Customer Stories List your Junior Open Water classes online for free. Local media love stories about kids learning to dive. Run beach cleanups and women’s dive nights. Ask families to write blog posts, share them on your site, and tag them. Authentic stories perform better than ads. Make graduations memorable: underwater ceremonies, family participation, and photo opportunities. Offer group promotions like “buy four certifications, get one free.” Promote eLearning as a revenue stream. It allows students to learn at their own pace and frees up more hands-on time during training. 6. Keep Travel Alive – Smarter, Closer With everything happening in the world, the Caribbean is
hashtag and tag your social media. They share, you get free viral reach. I pull all the photos from the cameras and provide them on a thumb drive or teach them how to do it during the class. Ask them to tag your store. Pro Tip: Have them take a photo of themselves before and after the dive so you can identify which photos belong to whom. Running a photography or video class results in inspired kids, promotion for your store, and content for your website if they write about their experience. Not to mention
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still accessible and feels safe to many. Promote family-friendly resorts with strong dive programs for kids. Work with trusted partners who prioritize safety and family experiences. If traveling overseas, work with a tour operator to help navigate routes and logistics. With high airfare, many families will stay local, so your shop becomes their escape. Make kids and families your focus this summer. 7. The Bigger Picture: Joy Over Hardship War and fuel costs hurt, but they don’t have to take away the joy of summer. Diving is not just a luxury, it’s bonding, stress relief, health, and adventure. It gets kids off their phones, helps families connect, and keeps older generations active. Certifications like Rescue, Underwater Naturalist, and Wreck Diver can even support college applications. My daughter earned significant scholarships through her diving achievements. So this summer, open your doors to youth. Run camps, contests, and events. Train junior divers. Share stories. Turn “stay home” into “dive local.” You’ll see revenue grow through gear, classes, and travel, BUSINESS EDU continued
and you may help create the next generation of divers. Because once they’re hooked, it’s contagious. That’s the real win.
email Margo
BUSINESS EDU
Part 2: Creating an Employee Handbook for Dive Centers by Jeff McNutt , Chief Operating Officer/Owner of Dive BVI
L AST MONTH, WE LOOKED AT why Standard Operating Procedures (SOPs) are essential for safe and consistent dive operations. But even the best SOPs don’t enforce themselves. They rely on people – dive- masters, instructors, boat crew, and support staff – making good decisions under real-world conditions. That’s where an employee handbook comes in. This second article in our three-part series focuses on how dive centers create alignment, accountability, and safety culture through clear expectations. At Dive BVI, the employee handbook acts as a shared reference point – making sure everyone understands not just how things are done, but how they’re expected to show up as professionals. Why Dive Centers Need an Employee Handbook Scuba diving operations are unique workplaces. Staff are responsible not only for customer service but also for risk management, equipment handling, marine stewardship, and
emergency preparedness. Many dive centers also operate with seasonal teams made up of instructors and divemasters from different countries and training backgrounds. Without clear guidance, these differences can lead to in- consistent practices. An employee handbook bridges that gap by providing a single document that defines how the organization operates and what professional behavior looks like within the team. It translates the technical procedures found in SOPs into human expectations – how staff communicate, interact with customers, manage equipment, and support safety culture. For dive centers in busy tourist locations, this clarity becomes especially valuable. When multiple boats leave the dock each morning, when instructors are teaching simulta- neously, and when weather conditions change quickly, staff must make consistent decisions without needing constant supervision.
A well-written handbook ensures everyone is working from the same playbook. SOPs vs. Employee Handbooks BUSINESS EDU continued
The handbook should begin by explaining what the or- ganization stands for.
For dive centers, safety and profes- sionalism are typically central themes. This section sets the tone by clarifying that safe diving practices, environ- mental stewardship, and guest expe- rience are not optional priorities – they are the foundation of the opera- tion. When staff understand the pur- pose behind policies, they’re far more likely to support them.
It’s helpful to understand the differ- ence between SOPs and an employee handbook. SOPs focus on tasks. They explain how to perform specific operational activities – tank filling procedures, boat loading, emergency oxygen de- ployment, or diver check-in process- es. Employee handbooks, on the other hand, focus on people. They outline expectations for conduct, profession- alism, communication, and accountability.
This is also where dive centers rein- force the idea that safety is a shared responsibility. Every team member – from instructor to dockhand – plays a role in preventing in- cidents. 2. Roles and Responsibilities Dive operations often include a wide range of roles: Instructors Equipment technicians Divemasters Retail staff Boat captains Office and reservations staff
Both documents work together. SOPs define the technical “how,” while the handbook defines the behavioral “why.” Core Sections of a Dive Center Employee Handbook While every dive operation is different, most effective em- ployee handbooks share several common components. 1. Mission, Values, and Safety Culture
BUSINESS EDU continued
Maintaining composure during stressful situations ▪ It can also reinforce standards such as punctuality, appearance, and representing the dive center positively both in person and online. This should also cover off-work rep- resentation, especially in small island or community type situations. The coconut telegraph is still online, and everyone will quickly hear about a bad situation if it is allowed to develop. Being proactive about how staff interact in the community is vital to your business. Instructors and divemasters are often seen as ambassadors for the dive industry. The handbook should reflect that re- sponsibility. 4. Safety Responsibilities Even though safety procedures are typically detailed in SOPs, the handbook should emphasize staff accountability for safety practices. This includes expectations such as: Following dive planning protocols ▪ Reporting hazards or equipment concerns ▪ Maintaining professional certification status ▪ Participating in safety drills and training ▪ Importantly, staff should feel empowered to raise safety concerns without fear of negative consequences. In high- risk environments like scuba diving, silence can be dangerous. A strong handbook encourages open communication. 5. Equipment Care and Facility Standards Scuba equipment represents one of the largest investments for most dive centers. The handbook should explain staff re- sponsibilities related to equipment care, including: Proper handling of regulators, BCDs, and tanks ▪ Reporting maintenance needs ▪ Maintaining cleanliness/sanitation of gear and facilities ▪ Following equipment tracking or inventory systems ▪ When equipment responsibility is shared across multiple instructors and crews, written expectations help maintain consistency and prevent unnecessary wear or loss. 6. Training and Continuing Education Many dive centers invest heavily in staff development. Regular training ensures instructors stay current with industry standards and safety practices. An employee handbook can outline expectations for: Participating in in-house training sessions ▪ Attending safety refreshers and emergency drills ▪ Maintaining professional certifications ▪ Participating in mentorship or skill development pro- ▪ grams These expectations reinforce that professional growth is part of the job – not just an optional benefit. Our founder
Without written expectations, responsibilities can become blurred. If responsibilities are not clearly defined, then “no one” is in charge! This allows things to get missed and a blame storm can ensue. The handbook should clearly define what each role is re- sponsible for and where responsibilities overlap. For example, instructors may be responsible for student supervision, while boat crew handle vessel safety and navigation. At the same time, everyone may share responsibility for pre-departure safety checks. Clarity prevents confusion and reduces operational fric- tion. 3. Professional Conduct and Guest Interaction Dive staff spend most of their time interacting with guests, many of whom may be nervous, inexperienced, or unfamiliar with diving procedures. The handbook should outline ex- pectations for: Professional communication ▪ Respectful treatment of guests ▪ Cultural awareness in international tourism environ- ▪ ments
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set us up to be a career choice, not just a job. This mindset has pushed us to get better for the last 50 years of business. 7. Workplace Policies Even though dive centers operate in a unique environment, they still function as workplaces and must maintain professional standards. Common policies may include: Scheduling and time-off procedures ▪ Workplace conduct standards ▪ Substance use policies ▪ Harassment and discrimination poli- ▪ cies Social media guidelines ▪ BUSINESS EDU continued
members into alignment by:
Providing a structured orientation reference ▪ Setting expectations from day one ▪ Reducing misunderstandings about responsibilities ▪ Reinforcing consistent safety practices ▪ During busy seasons, managers may not have time to explain every detail individually. A handbook ensures the information is still available. It also helps to keep the team running with a consistent game plan. Building a Culture of Accountability Ultimately, the purpose of an employee handbook isn’t enforcement – it’s align- ment. When expectations are clearly documented, staff know: What the organization values ▪ What their responsibilities are ▪ How decisions should be made in uncertain situations ▪
Clear policies help protect both employees and the organization by defining acceptable
behavior and reporting processes. Making the Handbook Practical
A common mistake some organizations make is creating a handbook that is too long or overly legalistic. Dive staff are
busy. Instructors may read it once at the beginning of the season and never revisit it if it’s difficult to navigate. Just like the SOP, it needs to be digestible! To make the handbook effective: Keep language clear and direct: ▪ Policies should be easy to understand for international staff whose first lan- guage may not be English. Use real operational examples: ▪
This clarity reduces hesitation and em- powers team members to act confidently. It also creates a fair standard for account- ability. If expectations are clearly commu- nicated, employees can be evaluated con- sistently and supported when improvements are needed. In a safety-sensitive industry like scuba diving, this consistency is criti- cal. Conclusion: A strong employee hand- book doesn’t limit staff – it supports them. By clearly defining roles, expectations, and professional standards, it removes uncer-
Practical scenarios help employees connect policies to everyday situa- tions. Integrate with training: Handbooks ▪ work best when discussed during staff orientation, safety briefings, and regular team meetings. Update regularly: Operations evolve, equipment ▪ changes, and lessons are learned from real-world experi- ences. A handbook should be treated as a living docu- ment rather than something written once and forgotten. Supporting Seasonal Teams Many dive centers rely on seasonal instructors and divemasters. This creates additional challenges when building a consistent culture. Staff may arrive from different training agencies, previous employers, and countries with different workplace norms. An employee handbook helps quickly bring new team
tainty and builds trust within the team. For Dive BVI, this clarity is especially important during busy seasons and staff transitions. When expectations are written down and consistently reinforced, safety becomes a shared responsibility rather than an individual burden. An employee handbook bridges the gap between written procedures and real-world behavior. It turns SOPs into daily practice and sets the stage for confident decision-making – especially when conditions aren’t ideal.
In our final article next month, we’ll look at what happens when things go wrong – and how emergency planning ties SOPs and staff training together when it matters most.
email Jeff
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BUSINESS EDU
Trust, Accountability, and the Lessons of Leadership by Karen Mullett , owner Scuba Zone, Barberton, OH
T RUST IS ONE OF THE MOST valuable and most vulnerable assets in any small business. Owners rely on their staff not only to perform their jobs well, but also to represent the integrity and reputation of the organization. When that trust is honored, it builds a strong and loyal team. When it is broken, however, the consequences can be deeply personal and professionally damaging. For many years, my late husband and his business partner believed strongly in trusting their employees. They built the business culture around respect, loyalty, and the assumption that those who worked with them shared the same commitment to the success of the company. Because of that philosophy, they never required staff to sign non-compete agreements or similar protections. It simply didn’t feel necessary. The team felt like family, and the idea that someone might intentionally undermine the business seemed unlikely.
Unfortunately, experience eventually taught us a difficult lesson. During our time in one specific location, we discovered that one of our most trusted instructors had been secretly undermining the business. This individual, someone we believed to be hardworking and loyal, had begun poaching customers from our store. Students who initially enrolled in classes through us were being redirected to continue their training privately with him. At the same time, he was selling them equipment independently through manufacturers who were supplying him directly. The situation escalated even further. In one particularly shocking instance, he contacted a manufacturer of ours and claimed that he was in the process of purchasing our business. He requested that they create a new account under the name of his own store – using the same physical address as ours.
BUSINESS EDU continued
Astonishingly, the manufacturer complied without verifying the in- formation with us first. To make matters worse, he began to recruit our staff to join his new venture. In doing so, he spread mis- information about our company, suggesting that we were planning to close anyway. It was an incredibly frustrating and disheartening expe- rience, and even now it can be diffi- cult to revisit those events without feeling a renewed sense of disbelief. What that experience revealed most clearly was how deceptive peo-
When we first moved into that location, our instructional team was strong and robust. We had five or six instructors and two or three di- vemasters supporting the operation. By the time we ultimately left that location, the landscape had changed dramatically. We were down to just two instructors and no divemasters at all. Much of the staff had either left or been influenced by the tur- moil surrounding the situation. The rebuilding process was not easy. My late husband found himself teaching far more classes than he
Karen with Customers and Staff
ple can sometimes be when personal ambition outweighs professional ethics. A single bad actor within an organization can have a ripple effect, influencing others and creating division within a team. As the saying goes, one bad apple can indeed spoil the bunch.
had originally intended, simply to keep the program moving forward. It required perseverance, long hours, and a renewed commitment to rebuilding the culture of the business from the ground up. But adversity often clarifies priorities. To this day, I blame this whole situation for his untimely death at the age of 53. Today, after the dust has settled and the business has moved forward, we operate with a different perspective. We have implemented stronger professional safeguards – including non-compete agreements – to ensure that the business is protected in ways it wasn’t before. At the same time, we con- tinue to value trust, but we balance that trust with clear ex- pectations and accountability. Our team may be smaller than it once was, but it is stronger. We currently have three instructors whom I trust implicitly, along with two divemasters in training who represent the next generation of leadership within our store. The group may be small, but they are dedicated, capable, and united by the same passion for diving and community that built the business in the first place. The experience taught us a powerful lesson: trust is es- sential , but trust must be supported by structure. Clear policies, transparent communication, and professional safe- guards help ensure that good intentions are matched by re- sponsible behavior. In the end, while the experience was painful, it also strengthened our resolve. We rebuilt, we adapted, and we moved forward. And sometimes, being small but mighty is exactly what a business needs to prevail.
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