An adaptive interpretation experience connected to audience development.
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Culture & storytelling · Selected project 58
An Attraction Tour: The Story Had to Know Where the Guest Was
Tour scripts and a physical-to-digital visitor plan connected interpretation, wayfinding and relevant stops across an attraction.
My role
Spatial Experience Strategist & Scriptwriter
Project context
Central Florida / Orlando Attractions & Cultural Corridor
An attraction can have a rich story and a visitor who is mostly trying to work out where to go next. Interpretation and navigation occupy the same afternoon. Designing them separately can make the guest feel as though they are visiting two different places.
I worked as spatial-experience strategist and scriptwriter on a WebAR attraction tour and wayfinding assignment. I mapped the physical-to-digital journey, wrote audio-tour scripts and prepared creative and technical briefs for the AR development team. The project improved guest satisfaction and average in-park spending.
The visitor is moving while the story is speaking
A tour script is encountered in a place, with other people nearby and competing demands on attention. The writing needs to leave room for that reality. A visitor may pause, move ahead, look at something unexpected or decide that lunch has become the most important exhibit.
My scriptwriting and journey work treated the physical experience as part of the medium. The digital layer needed a purpose at each encounter: help the person notice, understand or find something. Adding another explanation is not automatically an improvement if it distracts from what the visitor came to experience.
Commercial stops belong in the guest journey
Food, beverage and merchandise are part of how an attraction supports a day out. Their relevance depends on timing and context. A useful route can make a stop easier to discover without turning the entire experience into a sequence of sales prompts.
That connection mattered to the commercial brief. Visitor satisfaction and spending should not be treated as unrelated departments' concerns. A guest who understands the place and can find what they need has a different experience from someone repeatedly interrupted by uncertainty. The opportunity was to plan the communication around the visit as a whole.
A creative brief must describe behavior
The AR team needed more than a mood or a list of scenes. The creative and technical briefs connected the story with the intended journey and interaction. My contribution was the planning, writing and specification; the developers carried the specialist implementation work.
The distinction matters because a digital experience can look convincing in a presentation while remaining unclear about its job. A brief should establish what the guest is trying to do and how the content helps. That provides a shared point of reference when creative and technical decisions meet.
The result connected experience and economics
Guest-satisfaction scores rose, and average in-park spending increased. The visitor journey made relevant food, beverage and merchandise touchpoints easier to encounter and understand.
This project concerned spatial movement and the wider attraction journey. The useful question was how the story could accompany the guest through a real place, helping the visit feel more coherent while supporting the business behind it.