Q&A with John Dunlap, CEO of VENU+

(FRANCHISE WIRE)--John Dunlap is CEO of VENU+, a leading provider of experience-enhancing, revenue-generating solutions for the entertainment and attractions industry. He brings more than two decades of experience across in-venue operations, guest experiences, and commercial strategy. Prior to VENU+, he held leadership roles with organizations including the San Diego Zoo and SeaWorld. Today, he works closely with brands, including franchise concepts, to support expansion into high-traffic, non-traditional environments.

Having operated within these settings and utilized many of solutions deployed across them, Dunlap brings a practical, operator-informed perspective to how entertainment, retail, and food and beverage offerings integrate to drive guest engagement and revenue performance.

Franchise Chatter (FC): Can you start by sharing a bit about your background and what led you to your role today?

John Dunlap (JD): I’ve spent over 20 years in the entertainment space, primarily in environments where people are coming for a specific experience, including places like the San Diego Zoo and SeaWorld. Much of that time has been spent as a customer of services that support those environments, from mobility, retail and other in-venue offerings. That gave me a clear understanding of what works from the operator’s perspective. It shaped how I approach business today, focusing less on individual offerings and more on identifying friction points and delivering solutions that improve both the guest experience and operational performance.

FC: From your perspective, how do high-traffic, non-traditional locations differ from traditional retail environments?

JD: The biggest difference is that demand is already there. In traditional retail, you’re focused on driving traffic. In high-traffic environments, the focus shifts to capturing and managing that demand effectively. That requires the right infrastructure, disciplined execution, and consistency at scale. Timing is also critical, guests are often on a schedule, so the experience needs to work seamlessly.

FC: How does that shift influence planning and day-to-day execution?

JD: These environments allow for more predictable demand patterns, travel schedules, events, and peak periods can be planned for in advance. That supports more precise staffing and inventory management, but it also raises expectations. Execution has to be consistent, particularly during peak volume. For franchise brands, that consistency is essential to maintaining brand integrity across different formats and locations.

FC: How does staffing strategy evolve in these types of environments?

JD: Staffing becomes more dynamic. It’s about aligning resources to peak demand periods rather than distributing them evenly throughout the day. There’s also an opportunity to build more flexible roles. In environments where food, retail, and entertainment intersect, team members can support multiple touchpoints, improve efficiency and create a more cohesive guest experience.

FC: How does brand exposure and customer acquisition differ in these settings?

JD: In many cases, this is a first interaction with a brand. Guests may not have access to a traditional location and are discovering it while traveling or visiting an entertainment venue. That makes each interaction more impactful. The environment provides built-in exposure, but execution determines whether that interaction translates into long-term recognition.

FC: Partnerships are becoming more common in these environments. How do they support expansion into high-traffic venues?

JD: Partnerships are critical because these environments operates differently than traditional retail. They require a combination of brand strength, operational expertise, and an understanding of venue dynamics. By bringing those capabilities together, brands can enter non-traditional environments in a structured, scalable way without disrupting their core model. It’s also driving more integrated experiences, where food, retail, and entertainment are delivered as part of a cohesive offering.

FC: From your perspective, what makes certain food and beverage brands well suited for entertainment environments?

JD: Recognizable brands have a clear advantage. Guests tend to make quick decisions, and familiarity plays a significant role. At the same time, there’s increasing demand for shared, in-person experiences. Established brands, particularly those within franchise systems, offer both familiarity and broad appeal, which translates well in these environments and supports repeat engagement.

FC: What trends are you seeing in how entertainment venues approach food and beverages today?

JD: Food and beverage remain central to overall experiences. Operators are increasingly integrating established brands into high-traffic venues to enhance guest engagement and drive incremental revenue. We’re seeing that across a range of concepts, including dessert and snack brands, where simplicity, speed and brand recognition align well with the environment. At the same time, there’s a broader shift toward more experience-driven, social environments.

FC: When brands consider entering these environments, what’s the difference between a product-first approach and a more solution-oriented approach?

JD: A product-first approach is about placing an existing concept into a venue. A solutions-oriented approach starts with the environment, understanding the needs of both the operator and the guest, and then designing an offering that fits. That may involve adapting a concept or combining multiple elements. The goal is to deliver something that integrates naturally into the environment while maintaining brand consistency.

FC: What advice would you give to brands or operators looking to elevate their food and beverage programs through partnerships?

JD: Start with the customer and the context. High-traffic environments provide access to a large audience, but the concept needs to align with how guests move through the experience of that space. We’re seeing strong performance from recognizable brands like TCBY and Mrs. Fields in these settings because they offer familiarity, speed, and consistency. The brands that succeed are the ones that feel native to the environment.

FC: Looking ahead, how do you see non-traditional locations shaping the future of franchising?

JD: They will continue to expand as a complementary growth channel. Traditional locations remain important, but non-traditional environments provide access to new audiences and incremental demand. We’re seeing more franchise systems design concepts with flexibility in mind from the outset. For brands that understand how to operate in these environments, it creates a scalable path for growth with a different operational model.