Do The Beach

Deciding whether to invest in an emerging franchise concept — particularly one built around a brand-new entertainment format in a rapidly scaling industry — is one of the most consequential financial decisions an entrepreneur can make. Do The Beach franchise enters that conversation with a compelling origin story: the concept was founded in 2024 by a team of active entertainment veterans who had already proven their ability to build a franchise from zero to global scale. Co-Founding Partner Curt Skallerup previously founded and led Altitude Trampoline Parks as CEO, growing that company to 107 locations across eight countries before selling it to a private equity fund in 2020 — a track record that gives Do The Beach franchise a founding pedigree almost no newly launched concept can match. The creative backbone of the brand comes from Galaxy Multi Rides, a global attractions manufacturer with roots tracing back to England in 1990 and a U.S. manufacturing facility in Port Charlotte, Florida, operating since 2008 — the same city where Do The Beach Adventure Parks maintains its headquarters. Galaxy Multi Rides has installed over 70 Inflatable Adventure Parks worldwide, meaning the core product powering every Do The Beach location has already been tested, refined, and deployed across international markets before the first U.S. franchise even opens. The world's first Do The Beach Inflatable Adventure Park is scheduled to open in 2025 in North Port, Florida, a 21,000-square-foot indoor, beach-themed facility featuring 14 interactive attractions designed to serve families across North Port, Venice, Port Charlotte, and surrounding communities. That inaugural location is positioned not just as a business but as a proof-of-concept launchpad for a nationwide franchise expansion plan. The total addressable market for this brand sits within the global indoor family entertainment industry, which reached an estimated $30.8 billion in value in 2022 and is forecast to expand to $108.4 billion by 2033 — a projection that frames Do The Beach franchise as an early-stage opportunity inside a category undergoing historic growth. This analysis is produced independently by PeerSense and reflects the data available in the public record and franchise disclosure materials; it is not sponsored by or affiliated with Do The Beach Adventure Parks or Galaxy Multi Rides.

The family entertainment center industry is not merely growing — it is undergoing a structural transformation driven by demographic shifts, consumer behavior changes, and a documented preference for experience-based spending over material consumption. The global indoor family entertainment market was valued at $30.8 billion in 2022 and is projected to reach $108.4 billion by 2033, representing a compound annual growth rate that places this category among the fastest-expanding segments in the entire consumer leisure sector. The broader franchise market itself is expected to increase by approximately $565.5 billion between 2025 and 2030, driven by a compound annual growth rate of 10% as more entrepreneurs pursue lower-risk, system-driven business models over independent startups. Within the family entertainment category specifically, demand is being fueled by a core behavioral insight: families are actively prioritizing safe, local, memorable shared experiences — and indoor adventure parks occupy the precise intersection of that demand. The industry carries a meaningful recession-resistance characteristic, a structural advantage that franchise investors evaluate carefully when assessing downside risk. During economic contractions, when households cut discretionary spending on long-distance travel, destination vacations, and expensive entertainment, they tend to redirect spending toward affordable local experiences — which is exactly what indoor family entertainment centers provide. This counter-cyclical quality means that a Do The Beach franchise is not simply riding a bull-market tailwind; it is structurally positioned to maintain demand even when broader consumer confidence softens. The competitive landscape within indoor family entertainment remains fragmented, with no single dominant national brand controlling the inflatable adventure park vertical, which creates a legitimate first-mover window for a franchise concept backed by a manufacturing partner with 70-plus global installations and a leadership team that has previously scaled a competing entertainment format to over 100 locations across multiple continents. The convergence of category growth, fragmented competition, and recession-resistant demand characteristics creates the foundational conditions that franchise investors look for when evaluating emerging concepts.

The Do The Beach franchise fee is $40,000, which positions this concept competitively within the family entertainment franchise category, where fees for comparable indoor attraction concepts can range from $35,000 to $60,000 or higher depending on the scale of the concept and the support infrastructure provided. Prospective franchisees should plan for liquid capital requirements ranging from $250,000 to $550,000, with the specific figure influenced by the size of the park being developed and the local real estate market. Net worth requirements range from $500,000 to $2.5 million, a spread that reflects the variability in park formats and build-out complexity across different markets. The company describes its business model as engineered to achieve revenues comparable to a traditional trampoline park while offering a materially lower cost of entry — a positioning statement that, if accurate, would represent a structurally attractive unit economics profile relative to what Skallerup built at Altitude Trampoline Parks over a decade. The parent company, Galaxy Multi Rides, manufactures its attractions at its Port Charlotte, Florida facility, which creates a direct supply chain relationship between the franchisor and the manufacturer that could reduce equipment lead times and procurement costs compared to franchises that source from third-party vendors. This vertical integration between manufacturing and franchising is an unusual structural advantage in the indoor entertainment space — most franchise systems must negotiate with external suppliers, while Do The Beach draws on its parent company's 35-plus years of manufacturing history. The franchise model is structured around what the company calls a platform for recurring revenue, diversified monetization, and long-term guest engagement, which signals that the revenue architecture is designed to move beyond one-time admissions toward membership programs, party packages, group event bookings, and ancillary services — a multi-stream approach that can meaningfully reduce dependence on any single revenue driver. Prospective franchisees are encouraged to explore financing options through lenders experienced in family entertainment operations, and the franchise's franchisor provides introductions to those lending relationships as part of its support package.

Daily operations inside a Do The Beach Adventure Park are structured around a turnkey model that the company calls the Franchise in a Box system, an approach that consolidates every major operational category — from business setup and site selection to staffing, technology, and financial management — into a single, documented framework. The 21,000-square-foot North Port flagship will employ up to 70 team members, providing a staffing blueprint that subsequent franchise locations can use as a scaling reference point. Franchisees are given full flexibility in their operational involvement: the model is designed to support both hands-on owner-operators and strategic investors who hire general managers to run day-to-day operations, with the franchisor providing dedicated training for general managers to ensure facility performance is not dependent on owner presence. The support structure covers six distinct domains: a comprehensive business start-up plan, real estate and construction support with vetted contractor access, financing assistance with lender introductions, an operations playbook covering policies and safety procedures and daily management checklists, staff training and hiring guidelines, and accounting and technology setup including point-of-sale and scheduling systems configured before opening day. One of the most distinctive technology features of the Do The Beach operating model is the Intelliplay RFID wristband system, which the company positions as an industry first — this wristband technology tracks active play time, enables in-park purchases, manages extra time additions, and includes geo-fencing capability that allows parents to monitor their children's location within the facility. Territory structure is being developed in alignment with the nationwide expansion plan anchored by the North Port, Florida, launch, with geographic focus currently concentrated on U.S. markets. Franchise owners also have the option to expand their revenue footprint within a single location by adding complementary attractions such as a Blast Beach Gel Blaster Arena, arcade games, climbing walls, dedicated party rooms, and a full dining area — giving operators meaningful control over their top-line revenue ceiling without requiring a second location.

Item 19 financial performance data is not disclosed in the current Franchise Disclosure Document for Do The Beach franchise, which is a common characteristic of early-stage franchise systems that have not yet accumulated enough operating units to generate statistically valid financial representations. This is an important data point for investors to internalize during due diligence: the absence of Item 19 disclosure does not indicate poor performance, but it does mean that projections must be derived from analogous benchmarks rather than disclosed actuals from this specific brand. The most relevant industry analog available is Altitude Trampoline Parks, the company Co-Founding Partner Curt Skallerup built to 107 locations across eight countries — that track record provides a meaningful proxy for the leadership team's ability to build a financially viable multi-unit entertainment franchise. The Do The Beach business model explicitly benchmarks itself against traditional trampoline park revenue performance, stating that it is designed to achieve the same revenue outcomes as that category at a lower cost of entry, which gives investors a directional reference point even in the absence of Item 19 data. Revenue generation at a Do The Beach location is structured across multiple streams: time-based admission play, birthday party packages, sports group bookings, church and youth group events, school field trips, membership programs, VIP passes, upgraded party packages, VIP lounge access, exclusive time slots, large-group event rentals, merchandise sales, food and beverage concessions, and corporate event bookings. This diversification across at least a dozen distinct revenue categories is a deliberate structural choice designed to smooth revenue seasonality and reduce dependence on walk-in admissions — a common vulnerability for single-format entertainment centers. The RFID wristband technology further supports revenue optimization by enabling frictionless in-park purchasing, which industry data consistently shows drives higher per-capita spend compared to cash or card-at-counter transactions. Investors conducting due diligence should request access to any pro forma financial models the franchisor has developed based on the North Port flagship's projected performance and compare those figures against publicly available trampoline park industry benchmarks before making a capital commitment.

Do The Beach franchise is operating at the very beginning of its growth trajectory — the North Port, Florida, location is the world's first, scheduled to open in 2025, making this a genuine ground-floor franchise opportunity with all the upside and uncertainty that characterization implies. The growth architecture is built on a leadership team whose combined credentials span 37 years of amusement industry experience for CEO Robin Whincup, executive-level franchise scaling experience from Curt Skallerup's Altitude Trampoline Parks journey, and IAAPA-certified attractions design expertise from COO Mike Whincup, who was nominated for IAAPA Young Professional of the Year in 2020. The competitive moat for Do The Beach rests on several interlocking structural advantages: vertical integration with a parent manufacturer that has been operating since 1990 and has deployed over 70 parks globally, a proprietary RFID technology system that creates differentiated guest experience and data collection capabilities, a beach-and-boardwalk theme that occupies a visually and experientially distinct position within the indoor adventure park category, and a founding team with demonstrated experience taking an entertainment franchise from a single location to triple-digit unit counts. The custom-designed nature of each park — with attractions tailored to each location's specific space and market — creates a degree of local differentiation that standardized franchise formats typically cannot achieve. Galaxy Multi Rides, as the manufacturing parent, has a product portfolio that includes a signature Giant Sand Castle Slide and a range of inflatable playgrounds, interactive mechanical rides, and themed attractions that cannot be sourced from generic suppliers, creating a proprietary supply chain that competitors cannot easily replicate. The nationwide expansion plan, anchored by the 2025 North Port opening, positions early franchisees to enter markets before regional saturation occurs — historically one of the most significant advantages available to investors in emerging franchise systems, as evidenced by the growth patterns observed in the trampoline park category during its own early expansion phase.

The ideal Do The Beach franchise candidate is a community-minded entrepreneur with an entrepreneurial mindset and the financial capacity to meet liquid capital requirements between $250,000 and $550,000 and net worth thresholds between $500,000 and $2.5 million, depending on park size. Prior experience in the family entertainment industry is not a prerequisite — the company explicitly notes that franchise owners can come from diverse professional backgrounds, including executive roles in healthcare and real estate, provided they bring a systems-driven operational philosophy and a long-term investment orientation. The franchise is well-suited to multi-unit operators who want to deploy a scalable, manager-run model across multiple markets, as the Franchise in a Box support system is explicitly designed to enable absentee ownership for investors who prefer to manage through general managers rather than working the floor themselves. Available territories are currently focused on the United States, with the nationwide franchise plan using the North Port, Florida, pilot location as the operational and marketing proof point that will inform subsequent territory awards. The first location's projected creation of up to 70 jobs per site signals that each park is a substantial community employer, which can be a meaningful factor in local government relations, real estate negotiations, and community brand-building — all elements that affect the long-term viability of a family entertainment franchise in any given market. The breadth of the support infrastructure, covering everything from site selection and construction coordination to accounting systems and staff training methodology, is specifically designed to compress the timeline from franchise agreement signing to opening day, reducing the costly pre-revenue period that represents one of the most significant financial risks in any brick-and-mortar franchise investment.

For investors seriously evaluating the family entertainment sector, Do The Beach franchise represents a structurally distinct opportunity: an early-stage concept backed by a parent manufacturer with 35 years of operating history and 70-plus global installations, led by a team that has already demonstrated the ability to scale a competing entertainment franchise to 107 locations across eight countries. The investment thesis rests on three pillars — a $30.8 billion global market projected to reach $108.4 billion by 2033, a proprietary product and technology ecosystem that cannot be replicated through commodity suppliers, and a leadership team with a verifiable track record of franchise system building at scale. The absence of Item 19 financial performance data is a legitimate due diligence consideration, but it is contextualized by the brand's explicit benchmarking against trampoline park revenue performance and the founding team's deep familiarity with that revenue category. The $40,000 franchise fee is competitive within the indoor entertainment category, and the liquid capital range of $250,000 to $550,000 makes this an accessible entry point for qualified investors relative to the scale of the market opportunity being addressed. Any serious evaluation of this opportunity should include a review of the full Franchise Disclosure Document, direct conversations with the franchisor's development team, and an independent analysis of trampoline park and family entertainment center unit economics in comparable markets. PeerSense provides exclusive due diligence data including SBA lending history, FPI score, location maps with Google ratings, FDD financial data, and side-by-side comparison tools that allow investors to benchmark Do The Beach against comparable family entertainment franchise concepts across every material investment dimension. Explore the complete Do The Beach franchise profile on PeerSense to access the full suite of independent franchise intelligence data.