Wild Waves' Jeff Stock back in the saddle

Jeff Stock finally has a job.

After a professional soccer career begun as a teenager, and after owning then selling Wild Waves and Enchanted Village in Federal Way, and after dealing in the various economic booms of real estate and wholesale coffee – and after taking his golf handicap down to scratch – Stock has found someone who would hire him for a full-time job.

He recently began his latest career, coming home as CEO at Wild Waves Theme Park.

“I played soccer, I bought this place, I’ve been an entrepreneur. I’ve never worked a day in my life. This is the first time I’ve worked for anyone,” he said last week while touring the hibernating rides, rain-puddled pools and shuttered attractions at the 68-acre park.

All will come alive this spring when the park opens for its 34th season.

Along for the conversation with Stock was Todd Suchan, who has spent most of his professional career at Wild Waves, beginning in his early 20s in 1987 as a maintenance worker. He left as general manager in 2009 and took a position as general manager of operations at the Space Needle, but was recently enticed by Stock to return. The day we spoke was Suchan’s first day back on the job.

I sold to Six Flags for $19.5 million. They had a long-term lease, 30 years, with extensions. Selling it pretty much retired me. In 2003 I bought a Seattle coffee company that still wholesales coffee. I’m still in real estate – I have a couple hundred thousand square feet of suburban office space.

Passion.

You missed it?

(Leaving) was very difficult. I took it far enough where I either had to really go for it, and/or Six Flags would. They called. They did the deal.

I was in tears.

The day after I sold it, I was at Tully’s at 5 a.m., like every morning. What did I do? I shouldn’t have sold it. I was going through withdrawal.

A year later, Sept. 11 (happened). I thought, “Enjoy your life. You did it, it’s over with. Move on.”

What I missed was the camaraderie. And I really missed Todd.

Suchan: We were a small park, and all of a sudden we’re part of Six Flags. They kept me on (as general manager) for a few months, and then I became director of operations. Later, I spent two years as general manager, 2007-2009. In 2009 I moved to the Space Needle.

Stock: CNL Lifestyle Properties of Orlando. They’re a REIT (real estate investment trust). Six Flags sold it for $315 million. Actually, CNL is my tenant (for the lease on the land).

Suchan: They made a lot of marketing mistakes. They just forgot we are an asset to the community. They neglected their asset. The look of the park was falling.

Stock: When I had the park, if I had the Rotary wanting to have a function, I’d give tickets out. They wouldn’t give away tickets. You can’t just take the community’s money and sit there out-of-state.

Frustrated. This is my baby.

Todd, you?

It was gut-wrenching. I started here when I was a kid. We literally built it. To see it go down the drain was like seeing your kid suffer. I was embarrassed at the product.

We’ve always hit it off. He came to me. He said, “I want you to run the park.” I said, “No. No.”

Here’s what took me to “yes” – their commitment and investment in the community; an investment in marketable attractions, and in getting the park cleaned up; and I need to have Todd Suchan back from the Space Needle.

(The CEO) made a commitment.

He made his first approach in April. He mentioned it. Was there a possibility? Absolutely not. In June, he asked me again. “I think you’d be perfect.” I said we’ll see you in November at the amusement park convention. He told me (CNL) was getting the parks back.

I said I’d talk to my wife.

I’m excited again. It’s fun getting up in the morning. I can’t wait to get to work.

Suchan: I’d been away 18 months. I’d gone to work for the Space Needle; it was a good job. I’d always felt I didn’t get enough time here, like I could have grown more. When I left, I could see the writing on the wall.

I have an annual meeting with neighboring homeowners. That’s one thing I reinstated. I’ll tell them (first) about the new ride, and give them a few tickets.

We’re also negotiating with a company out of New York – a couple of stage shows, walk-around entertainment.

We’re going to empower our employees. We have good kids working for us. They should be able to make decisions on the spot.

And social media. That’s going to be a big focus for us.

Suchan: I don’t think we’ve kept up with the times. We lost our swagger.

About 20 percent from the year before.

Take the Sonics, for example. They’re not here so we can use them. If you had a season that didn’t go well, and tickets went up in price, and you came back and it’s the same product, then you’re not going to renew.

People pay money. It’s all about friendship and memories and release – when you walk through that door, the worries are left outside.

If they come to the park, all of the attractions will be open.

May 15 for the rides, May 30 for the water park. We’ve already sold 4,500 season passes.

We’re hiring managers now. In April, we’ll do job fairs at high schools. People should go to the website (www.wildwaves.com).

Now I get up at 3. I’m thinking about what I’m going to do next year. I’ve got big plans.

C.R. Roberts: 253-597-8535
c.r.roberts@thenewstribune.com