When Mike Taylor walked into Sesame Place at 15 years old, he wasn’t dreaming of boardrooms and executive titles. He was carrying a broom and a dustpan. His job was simple: sweep the kettle corn off the streets, empty the trash cans, and keep the park tidy. Two decades later, that same teenager now runs the entire park.
He was first hired as a part of the “Non-Guard,” the position now known as Park Quality. It was essential work, but far from glamorous. From there, he joined Aquatics as a lifeguard, and as the park’s seasons passed, he steadily rose through the ranks to become the Assistant Manager of Operations, proving himself time and time again throughout his various positions, all while simultaneously juggling a difficult course load as a Neshaminy High School (NHS) student.
As Taylor puts it, “If you name it, I’ve had it.”
After graduating from Neshaminy, his career momentum only grew, becoming the Operations Manager and later the Director of Operations. At this time, Sesame Place began investing in Taylor’s education, paying for his undergraduate degree in Corporate Communications from Penn State Abington and eventually his master’s degree from Holy Family University.
Taylor then left the park’s parent company, United Parks & Resorts, for a brief period of time, taking on new challenges with Merlin Entertainment at various Legoland locations. Still, his run with Sesame Place was far from over.
This September, he returned, not as a cleaner, but as Park President.
“I mean, I started as a guy sweeping back when I was 15 or 16 years old,” Taylor recounted. “Now to come back as the park president is great.”
Following the previous president’s eight-year term, the sudden change in leadership caused distress among many employees. However, in this transitional era of the park’s history, physically seeing the park’s changes is reassuring to workers.
“Anytime there’s change… there comes uncertainty,” Taylor remarked. “It’s the fear of the unknown, [but it is]only going to get better.”
Utilizing his extensive experience with Sesame Place, he doesn’t run the park as previous presidents had. Taylor sets the standard for other leaders, making it a habit to consistently be physically present in the park every day. His approach is seen by the staff as vastly different from that of his predecessor, Cathy Valeriano, who managed the park remotely through cameras.
A common frustration among many workers, not just those of Sesame Place, is that they feel their bosses don’t understand their jobs. Many ambassadors believe Taylor breaks the “out-of-touch-boss” stereotype. Even now, as Park President, Taylor still carries his trusty broom and dustpan with him everywhere he goes, as a reminder of his origin.
“I’ve seen him quite a few times, and every time I’ve interacted with him, he’s been very friendly and personable,” Natalie Villanueva, a Sesame Place photographer, explained . “He’s always been there to offer advice or feedback.”
He values every role in the park, and makes his beliefs clear, stating, “My focus is getting our team to support our frontline ambassadors and our guests… that’s what I want to drive home.”
Employees and guests alike can look forward to a sunnier day with actionable plans in place for Sesame. Taylor has been gathering feedback and analyzing data from all ambassadors and visitors, pinpointing the areas of the park in need of attention. With first-hand experience as a Season Pass Holder, taking his own daughters to Sesame, as well as information gathered from guest satisfaction surveys, he understands what people want.
“That’s really where my head is at: where do we reallocate [and] where do we need more resources?” Taylor recounted. “Guests want our restaurants to be open – our rides to be open, and they want to see our characters… Elmo, Big Bird, and Oscar.”
The effects of his changes can already be seen, with rides like Oscar’s Wacky Taxi now being open every day, rather than the inconsistent schedule of previous years.
As for team members, they’re more important than ever, as highlighted by Taylor’s basic fundamentals, or his three T’s: team members, tools, and training. He views these as the core building blocks for each of the park’s departments to succeed.
He believes that Sesame’s team members are committed to providing the best possible service, whether it be food, entertainment, or merchandise. When it comes to tools, however, wherever Taylor saw issues, he was quick to improve.
Take the Rentals & Reservations televisions, which were left broken for months, are now up and running once again. Lastly, he focuses on training, which ensures the team members are all equipped to the best of their ability.
He assures all park goers that he plans on “going back to basics.”
Taylor wants to return to the park’s roots, pointing out that what makes Sesame Place special doesn’t lie in fear-inducing attractions like other amusement parks; rather, it lies in its “firsts.”
“It’s your first roller coaster, your first time seeing a character,” Taylor elucidated. “From an employee standpoint: first job… that’s what makes the park so special.”
Taylor is confident that Sesame Place is entering a new, yet familiar, chapter, one built on presence, communication, and a return to the park’s original magic.
For him, the mission is personal, reminding him every day that he steps into the park is a reminder of how far he’s come. Looking ahead, Taylor didn’t hesitate when asked what he wants people to know about the future of Sesame Place.
“We’re back,” Taylor assured.
