Episode 12 - Seven Wright of Jay Peak

From Crisis to Record Growth: How Jay Peak Rebuilt Trust and Revenue

Jay Peak, in Northern Vermont is known for two things: incredible terrain and an absurd amount of snow.

But behind that reputation is a much more complex story.

After emerging from a high-profile SEC scandal and ownership shakeup, Jay Peak has rebuilt trust and driven record performance—not by chasing premium pricing or polished positioning, but by doubling down on volume, value, and authenticity.

In this episode, we sit down with GM Steven Wright to break down how that strategy actually works—from pricing and packaging to filling shoulder periods and building a brand guests believe in.

If you’re trying to grow visits and revenue in a real-world operating environment, there’s a lot here worth paying attention to. So grab your pow skis and your bathing suit and let’s head up to Northern Vermont for a chat with President and GM of Jay Peak Steven Wright.

12 ACTIONABLE INSIGHTS

1. Volume Over Yield

Insight: Prioritize total revenue and visitation over maximizing price per unit.

How Jay Peak uses it: They actively choose volume over yield, especially in softer periods, believing “you don’t take yield to the bank.”

How other ski areas can use it:Look at your true constraint. If you’re not capacity-constrained most of the season, yield optimization is solving the wrong problem. Model contribution margin at the visit level, not the ticket level, and identify where incremental guests are still highly profitable once they’re on property.

2. Fill the Shoulder Periods Aggressively

Insight: The biggest growth opportunity is in underutilized time, not peak days.

How Jay Peak uses it: They target low-occupancy weeks and midweek stays with specific offers and packaging.

How other ski areas can use it:Stop marketing “the season” as one thing. Break your calendar into micro-seasons with distinct demand profiles and build separate strategies for each. Shoulder periods should have different value propositions—not just lower prices.

3. All-Inclusive Drives Wallet Share

Insight: Bundling increases total spend and simplifies decision-making.

How Jay Peak uses it: They package lodging, food, and activities to capture full guest spend once on-site.

How other ski areas can use it:Think less about bundling for discounts and more about bundling for commitment. The goal is to lock in itinerary before arrival, reducing decision leakage to competitors (restaurants, off-mountain activities) once the guest is in-market.

4. Authenticity Beats Perfection

Insight: Real brand positioning outperforms polished but generic messaging.

How Jay Peak uses it: They embrace being a bit raw and unpolished rather than over-curated.

How other ski areas can use it:Audit your marketing against your actual experience. Any gap between promise and delivery erodes repeat visitation. It’s often more effective to narrow your appeal and over-deliver for a specific guest than to broaden it and underwhelm everyone.

5. Old-School Marketing Still Works

Insight: Underutilized channels can outperform saturated ones.

How Jay Peak uses it: They use direct mail to cut through digital noise.

How other ski areas can use it:Evaluate channels based on competitive density, not trendiness. If your competitors have all migrated to the same platforms, your marginal cost of attention there is high. Look for channels where you can achieve disproportionate share of voice, even if they seem outdated.

6. Hyper-Local Targeting Drives Results

Insight: Proximity markets can be the most efficient source of incremental demand.

How Jay Peak uses it: They target a tight drive radius for specific day-use products.

How other ski areas can use it:Segment your drive market by behavioral intent, not just distance. A 90-minute guest looking for a day trip behaves very differently than one willing to overnight. Build distinct products for each rather than a one-size-fits-all local strategy.

7. Measure What Actually Moves the Business

Insight: Focus on metrics tied directly to revenue generation.

How Jay Peak uses it: They track occupancy, ADR, and booking origin against marketing efforts.

How other ski areas can use it:Close the loop between marketing and revenue at the segment level. It’s not enough to know what worked—you need to know where it worked and for whom, so you can reallocate spend with precision rather than increasing budgets broadly.

8. Push Demand Away from Peak Days

Insight: Pricing should shape demand, not just capitalize on it.

How Jay Peak uses it: They remove incentives during peak and shift value to off-peak periods.

How other ski areas can use it:Look beyond pricing and adjust the experience stack on peak days—fewer discounts, but also fewer inclusions or perks. Then over-deliver midweek. You’re not just redistributing price sensitivity, you’re redistributing perceived value.

9. Protect and Invest in Key Staff

Insight: Retaining top performers has outsized operational impact.

How Jay Peak uses it: They prioritize keeping critical team members through compensation and support.

How other ski areas can use it:Map roles to revenue risk. Some positions have a disproportionate effect on guest experience and throughput. Invest accordingly, even if it creates internal imbalance—it’s often economically rational.

10. Community is a Growth Multiplier

Insight: A strong local ecosystem enhances the resort product.

How Jay Peak uses it: They align with and support the surrounding community.

How other ski areas can use it:Think of your community as an extension of your balance sheet. When local businesses thrive, they absorb demand overflow and improve guest experience. Strategic alignment here can increase total destination capacity without capital investment.

11. Know Your Brand and Own It

Insight: Clear identity drives better strategic decisions.

How Jay Peak uses it: They lean into a distinct, skier-first identity.

How other ski areas can use it:Use brand as a decision filter, not just a marketing tool. It should inform pricing, capital allocation, and guest mix. If a decision attracts the wrong guest, it’s likely a long-term liability even if it drives short-term revenue.

12. Build Trust First, Then Sell

Insight: Reducing customer risk increases long-term demand.

How Jay Peak uses it: They emphasized flexibility and delivery during uncertain periods.

How other ski areas can use it:

Trust is a demand accelerator, especially in volatile conditions. Instead of protecting against downside in every transaction, consider where absorbing short-term risk can increase booking velocity and repeat behavior over time.