Herschend Family Entertainment is in the spotlight this year as it drives forward its expansion agenda with a series of high-impact moves. In March 2025, the company announced it would acquire all of Palace Entertainment’s U.S. assets, and by late May it officially closed the deal. Today, Herschend operates 49 properties nationwide — making it one of the largest family-held themed-attraction companies in the U.S.
Already well-known for parks like Dollywood, Silver Dollar City, and Wild Adventures, Herschend is now adding beloved names such as Kennywood, Lake Compounce, Dutch Wonderland, and more to its stable. With each new property, the company reiterates that it is not merely acquiring rides and venues — it is acquiring communities, traditions, and opportunities to create new memories for families across America.
Major Acquisition Completed: From Agreement to Integration
In March 2025, Herschend announced a definitive agreement with Parques Reunidos to acquire Palace Entertainment’s U.S. attractions, including over 20 amusement parks, water parks, family entertainment centers, campgrounds, and hotels across ten states. In May 2025, Herschend declared the acquisition complete, absorbing 24 U.S. attractions into its portfolio and bringing its total to 49 properties.
To finance the deal, Herschend launched a $1.1 billion leveraged loan, deploying a combination of debt and internal capital to complete the transaction. The company committed to ensuring operational continuity during the transition and preserving the guest experience.
Herschend’s leadership emphasizes that this acquisition is as much about people as it is about assets. It has pledged to support the newly integrated teams — or “hosts,” as Herschend calls its employees — with training, resources, and a people-first culture.
Divestitures to Refine Portfolio Focus
While the Palace acquisition is a cornerstone for growth, Herschend has simultaneously made selective divestitures. In mid-2025, Herschend sold three recently acquired parks — Raging Waters Los Angeles, Castle Park in Riverside, and Wet ’n Wild Emerald Pointe — to Lucky Strike Entertainment. These properties had only recently become part of the Herschend umbrella via the Palace deal.
These divestitures reflect strategic pruning: Herschend is refining its portfolio to focus on attractions where it can deliver long-term value, operational synergy, and regional strength. By shedding a few assets that may not align tightly with its core vision, Herschend can better allocate resources and management attention across its remaining parks.
New Developments and Enhancements Across the Portfolio
Even as acquisition activity dominates headlines, Herschend continues investing in upgrades and new guest experiences within its existing parks.
- Wild Adventures (Valdosta, GA): The park is unveiling its “Water’s Edge” expansion for 2025. The new zone includes three family-friendly rides, animal habitats, enhanced dining, and a dedicated Quiet Room for guests needing sensory respite.
- Kentucky Kingdom (Louisville, KY): The park has introduced a new family zone called Discovery Meadow, featuring fresh rides, reimagined attractions, and interactive play areas.
- Concerts and Live Events: Herschend is ramping up entertainment programming, especially at Wild Adventures, with a 2025 concert series including acts like Willie Nelson & Family, The Marshall Tucker Band, 38 Special, Walker Hayes, CeCe Winans, and Chris Tomlin.
These enhancements reflect Herschend’s philosophy of “listening, learning, and building relationships” in communities and balancing thrills with family-friendly experiences.
Leadership Shifts, Brand Future, and Dolly Parton’s Role
Another notable development: Dolly Parton’s long-time business advisor, Ted Miller, is retiring at the end of 2025. Jeff Conyers will take over as Parton’s business liaison to Dollywood, Herschend Family Entertainment, and associated dinner-theater businesses. This transition signals evolving leadership within the broader network of entities tied to Herschend’s flagship park, Dollywood.
While Dolly Parton remains a co-owner of Dollywood, she is increasingly involved via the foundation and liaison roles rather than day-to-day operations. Herschend’s direction will hinge on its management team and its ability to weave in Parton’s brand heritage while scaling for growth.
What This Means for Guests, Employees, and Regionals
For guests, the expanded footprint means more options and cross-park synergies. Herschend may leverage shared branding, seasonal passes, or joint marketing to drive visitation across its network. Regional parks like Dutch Wonderland and Lake Compounce now benefit from the backing of a larger organization with deeper resources and best practices.
For employees, the challenge will be integration — aligning different corporate cultures, operational systems, and management styles. Herschend has signaled caution and humility: it wants to listen, not simply impose changes overnight.
On the regional level, communities can expect new investments, upgrades, and local economic impact from revitalized parks. But they may also watch how decisions around staffing, pricing, and programming evolve under the new parent company.
The Road Ahead: Growth, Integration, and Quality Experience
Looking forward, Herschend Family Entertainment’s trajectory will depend on a few key priorities:
- Seamless integration: Ensuring transitions are smooth for employees and guests in newly acquired parks.
- Operational consistency: Maintaining or improving safety, guest service, and ride quality across all parks, avoiding variability.
- Strategic reinvestment: Carefully allocating capital to property enhancements, new attractions, or entertainment offerings that boost repeat attendance.
- Balanced portfolio management: Continuing to refine and prune assets that don’t align with the company vision or performance thresholds.
- Brand coherence and identity: While individual parks will retain local flavor, Herschend will want to reinforce shared values, guest expectations, and cross-property branding opportunities.
If Herschend can navigate growth without diluting its commitment to “heartspitality” — the company’s blend of heart and hospitality — it has the potential to become a dominant force in U.S. themed entertainment driven by both scale and guest loyalty.
Final thought: Herschend Family Entertainment’s bold moves in 2025 mark a pivotal moment. As the company stitches together a vast new portfolio of parks and attractions, its ability to integrate wisely, invest strategically, and retain the magical essence that draws families in will determine whether these acquisitions become lasting successes.
I’d love to hear your thoughts — comment below and let’s keep exploring where the fun is headed!