Picabo Street is the most recognizable of the nominees for Vail Resorts’ board of directors submitted by activist investor Oasis Management, which seeks changes in how the ski company that owns Park City Mountain manages itself.

The company announced Friday morning it had received notices of intent to nominate the following individuals on these dates: 

• Via Oasis Management, on Sept. 9 and 10: Robert A. Chapek of Florida; M. Ashton Hudson of Florida; Bryce Roberts of Park City; and Picabo Street of Park City. 
• Via Gregory Syvert Meyer, on Sept. 10: The company received a self-nomination of Gregory Syvert Meyer of Florida. 

Vail Resorts said it “prioritizes consistent engagement with shareholders and welcomes ongoing dialogue around the shared interest of continuing to drive long-term shareholder value. As previously announced, the company has an active, fulsome search underway for a new independent director, which it expects to complete in early 2027.”

In other words, um, no. Not unless they can drum up a majority of shareholders to upend the company’s current path.

According to online news outlet SnowBrains, Oasis, which holds 6%-8% of Vail Resorts’ stock, seeks changes in the company’s management that could include selling some of its mountain properties.

Park City-based Cloudflare cofounder and CEO Matthew Prince has been loud about his desire to purchase Park City Mountain and publicly critical of the ski company’s management. Prince and wife Tatiana own The Park Record.

According to SnowBrains, because Vail Resorts is the largest ski resort operator in North America and the only major publicly traded ski resort company, a successful activist campaign could influence more than just the company’s future:

“If Oasis is able to enact changes, the outcome could also have implications for how major ski resorts are operated and invested in across the industry.”

“After evaluating all candidates, the board will include its recommended slate of director nominees in the company’s proxy statement to be filed with the Securities and Exchange Commission and distributed to all shareholders eligible to vote at the annual meeting,” Vail Resorts said. “Vail Resorts shareholders are not required to take any action at this time.”

Stockholders can obtain free copies of the company’s proxy statement (when available) and other documents that will be filed by Vail Resorts with the SEC at sec.gov, the SEC’s website, from the investor relations section of Vail Resorts’ website, investors.vailresorts.com, or by emailing Connie Wang at InvestorRelations@vailresorts.com.

Street charted a new course for American women in winning World Cup season titles and taking silver in the 1994 Olympics, gold in 1998, and began to show what American women could do on the slopes. Lindsey Vonn and Mikaela Shiffrin went on from there to dominate. Street’s last race was during the 2002 Olympics, finishing 16th in the downhill.

She has since started a school for winter athletes in Park City, Picabo Street Academy, and is a commentator for NBC Sports.

“I’ve spent my life skiing, winning Olympic medals, and giving back to the sport,” Street said Friday morning. “Over the years, I’ve learned that real success isn’t just about gold medals — it’s about passing that love on.”

She said she wanted in a director’s role to help bring back the magic of skiing for more people and families.

“Whether visitors are strapping on boots for the very first time or chasing powder on a cold morning, I want them to feel the same spark I felt as a kid. It’s time to make the most of these mountains that we all love so much,” she said.

On Sept. 2, Vail Resorts announced the departure of Sue Decker from the board after 11 years. In July, Vail Resorts added MGM CEO Bill Hornbuckle, a Park City second-home owner, to the board.

Why is Park City so pivotal in the board of directors battle?

Discontent over Vail Resorts ownership has been simmering there for years, with complaints about crowding, infrastructure and worker pay wreaking havoc during recent seasons, including a debilitating ski patrol strike.

In an interview this summer with the Vail Daily, Prince again urged Vail Resorts to sell the ski area to him so he could properly invest in the employees and the mechanical infrastructure of the mountain where he once taught skiing before launching Cloudflare.

Prince said that the shareholder activist strategy is fairly straightforward in acquiring enough stock to force a board of directors vote on the direction of the company, either by changing leadership, taking the company private, selling off individual resorts, or all three. He emphasized at the time that he was not part of any activist takeover and doesn’t own Vail Resorts stock.

“Every one of the activist firms that is sniffing around Vail, and there are lots, has called me because I’m part of the strategy,” Prince said. “If they can find me and a handful of other people at the other resorts who are willing to pay to take over the resorts, then it becomes really inexpensive for them to actually launch this campaign because they’ve basically got a guaranteed source of financing to do it.”

Oasis officials did not respond to requests for comment for that story, in which some longtime Vail residents also discussed the future of the company and the possibility of Vail Resorts being compelled to spin off individual ski areas.

Vail Resorts in July launched Epic Experience to try to improve dining, customer service and other aspects of the ski experience at its various resorts.

The post Activist investor Oasis nominates Picabo Street and others for Vail Resorts’ board of directors appeared first on Park Record.

EAGLE-VAIL, Colorado — Tech billionaire Matthew Prince grew up in Park City and has garnered plenty of headlines recently for his aggressive media campaign to buy the ski area from Vail Resorts, but last season marked the first time since he was 2 years old that he did not ski his home hill.

Not because of the record lack of snow that plagued Park City and ski resorts across the West, but because of what he says is a lack of investment by Broomfield, Colorado-based Vail Resorts in snowmaking, chairlift infrastructure and the resort workers who run the mountain.

“This last year is the first year since I was 2 years old that I didn’t ski a single day at Park City,” Prince said. “And it’s because I don’t trust the infrastructure there anymore.”

Prince, in a phone interview with the Vail Daily, said he wound up skiing neighboring Deer Valley Resort — owned by another Denver-area company, Alterra — because that privately held business has been pumping huge sums into snowmaking and lift infrastructure as it rapidly expands.

“The snow was s___, but I skied a lot at Deer Valley,” Prince said. “You know why? They’ve invested in snowmaking. Whereas it’s insane to me that they haven’t put a single new snowmaking connection anywhere on the Park City side …  since Vail took over.”

Vail Resorts responded that ahead of the 2025-26 ski season Park City Mountain Resort replaced about 1,400 feet of old snowmaking pipe and added about 700 feet of new pipe. Overall, Vail Resorts officials said they have invested $121 million in upgrades to lifts, terrain, snowmaking, and restaurants at Park City Mountain Resort since 2016.

Prince added that, more critically, Vail Resorts needs to increase spending on lift replacement, maintenance and lift mechanics.

“I absolutely think that their infrastructure is underinvested in, and that these are complicated machines. When they don’t get invested in, unfortunately, people can die,” said Prince, who’s offered to pump a half a billion dollars into Park City if Vail Resorts will sell it to him.

“It will either go into upgrading the on-mountain infrastructure, snowmaking, lifts, restaurants … or it will go into supporting the team and having the best ski patrol, best instructors, best maintenance folks,” Prince said. “Again, there’s a model of that that’s working, literally two miles away, at Deer Valley.”

Activist activity

Prince, who cofounded and heads up the web infrastructure and cybersecurity company Cloudflare, said he is not working with activist shareholder groups he said have been circling Vail Resorts’ MTN stock in recent weeks, including Oasis Management Co.

Oasis reportedly has amassed more than 8% of the company’s stock, prompting Vail Resorts to engage bankers who specialize in defending against activist shareholder takeovers. Oasis did not return emails requesting comment for this story.

“The company’s not hired anybody, bankers or otherwise, to try and defend ourselves from that,” Katz said on his Epic By Nature podcast last week. “Not something we’re spending any time on, because where we’re focused is on running the business. We are focused on operational excellence. We’re focused on having the best people here.”

But Prince has argued that publicly traded Vail Resorts is not allocating capital in a way that’s keeping its 42 ski mountains safe and running smoothly for the guests.

“So, when I was an instructor (at Park City), I was 21 years old, and I’m 51 years old now,” Prince said. “It was the first year that they installed the Silverlode lift at Park City. That lift is still the exact same infrastructure, and it’s 10 years past its useful life.

“I’m not going to let my daughter ride it. I mean, it’s not like old fixed-grip chairs. These are complicated clockworks that need to be upgraded,” he added. “And again, in Vail’s defense, that is one of the lifts that they proposed upgrading that then the town got all sideways around.”

The Silverlode replacement was in the parking lot in 2024 but wound up being installed at Vail Resorts’ Whistler Blackcomb when Park City residents, angered by Epic Pass crowding, questioned the comfortable carrying capacity of the ski area. Recently approved again by the town, Silverlode and Eagle replacements have once again been stalled by an appeal.

But Prince argued there are many more lift problems at Park City, citing years of breakdowns from the Crescent lift to other chairlifts on the mountain that union officials have blamed on staffing and pay issues.

“It worries me a lot that there’s been clear underinvestment,” Prince said. “Again, it’s because they’re a public company and they’ve committed to a dividend and they’re worried that if they pull that back, that their stock drops even further. As a result, all of their customers are suffering.”

After enjoying an upward bump in recent days from $129 a share to $145 in the wake of the activist shareholder reporting, MTN closed at $136.35 on Wednesday.

‘A unified culture’

In his podcast, Katz made a case for keeping VR’s 42-resort quiver intact, saying it provides geographical diversity across four continents that guards against low snow years like last season in the American West, as well as economies of scale that actually empower resort workers who were more restricted professionally under old, individual ownership models.

“For our company, because we now had a lot of resorts, we were able to give people this opportunity,” Katz said. “They could join as a lift operator in one resort. They could move up to a lift supervisor in another resort. They could move up to management in another resort. But to do that, we needed a unified culture and a unified way of doing things.”

Katz added that he spent 14 years on Wall Street and is very familiar with the shareholder philosophy of spinning off the most valuable assets.

“It’s an old Wall Street thing. It’s been around for a really long time. And I’d be the first one to say, I’m not sure it’s always wrong. Sometimes it might be right,” Katz said. “I understand it, but I also think, yeah, folks who are thinking that way are kind of missing what’s important about our model and why it’s critical for the ski industry where we are.”

Katz also said Vail Resorts leases Park City Mountain from a private landowner, so “Park City actually is a resort that we can’t sell.” Most of its Colorado resorts are on leased public lands owned by the U.S. Forest Service.

Prince said the activist strategy is fairly simple: Obtain enough stock to force a board of directors vote on the direction of the company, either changing up leadership, taking the company private, selling off individual resorts, or all three. He emphasized his is not part of any activist play and does not own any Vail Resorts stock on the advice of his legal counsel.

“Every one of the activist firms that is sniffing around Vail, and there are lots, has called me because I’m part of the strategy,” Prince said. “If they can find me and a handful of other people at the other resorts who are willing to pay to take over the resorts, then it becomes really inexpensive for them to actually launch this campaign because they’ve basically got a guaranteed source of financing to do it.”

Katz said there are wealthy, passionate snow riders in most of Vail Resorts’ ski towns who might be interested in buying the ski areas like a sports franchise, and he added that he talks to stakeholders and shareholders about their ideas all the time.

“So far, to date, no one’s proposing to us that the company should be broken up or we should sell off our resorts, but (there are) still conversations that we’re always having with people about their ideas,” Katz said. Prince said he’s yet to hear from Katz about his big idea.

‘Quality over quantity’

In Vail, the ski town that once headquartered Vail Resorts, there are residents who have been watching Prince’s public campaign with a great deal of interest, including realtor and former Vail Town Council member Pete Seibert Jr., the son of Vail founder Pete Seibert.

Seibert Jr. said he met with Leadership Park City officials who were visiting Vail in late May and asked them about Prince’s proposal. Seibert Jr. said those officials are working through many of the issues he faced on council — crowding, parking problems, housing shortages, labor issues — and that the popularity of the Vail Resorts’ Epic Pass has changed the business model for Vail.

“Back in the day, the founders who get the credit were focused on quality over quantity, and that’s perhaps where things have gone astray,” Seibert Jr. said. “All the measures that we see from Vail Resorts are quantitative, and they assume a kind of uniformity that shouldn’t be there. It’s the difference between skiing being an industry and being a way of life.”

Asked about Prince’s comments regarding lift investment, safety and snowmaking, Seibert Jr., who worked in operations and ski patrol at Snowbasin when his father and fellow Vail founder Rod Slifer bought that Utah resort and struggled in the 1980s, circled back to the quality issue.

“I like the Park City, Deer Valley comparison, quality versus quantity,” Seibert Jr. said. “A lot of the poor capital decisions (by Vail Resorts) are the result of short-term thinking required from execs trying to ‘stay on the bull.’ Couple that with a failure to value experience and institutional knowledge and it all catches up, bringing Broomfield to where it is now.”

In consecutive seasons, Vail has seen two key chairlifts, Chair 15 and Chair 6, break down during peak season, requiring weeks to get back online. Vail has proposed replacing Chair 15.

Another longtime Vail resident and former Vail Town Council member, Merv Lapin, started a financial services and investment management company here in 1969. He said the capital investment issue is a real one for the company.

“I know several of the people that work for Vail Resorts who are in that field of maintenance, and the concern is real,” Lapin said. “There’s a lot of deferred maintenance. They feel it’s going on. And some of the key people that knew how to do it right have left the company, so I don’t disagree with that concern.”

Founder of Vail Securities Investment, Lapin said it’s his job to keep an eye on activist shareholder activity, but that he no longer owns any Vail Resorts’ stock.

“I made money on the stock, but I got out of it when it was apparent to me that everything was going to get homogenized to what has become MTN, Vail Resorts,” Lapin said. “That business does not lend itself to one size fits all.”

Seibert Jr. noted that his father studied hospitality in Europe before launching Vail in 1962, but that Vail Resorts — even as it acquires European resorts — has lost sight of what makes skiing special there.

“Vail Resorts has taken all the ski areas and tried to make it all uniform,” Seibert Jr. said. “And in doing that, they lower the bar. The lowest common denominator is as low as it can get right now.”

Lapin also has his doubts about how Vail Resorts will fare in Switzerland and other ski-mad nations across the pond.

“I think they’re going to have their ass handed to them in Europe, mainly because a lot of the Europeans look at working at a ski resort or being in the mountains as being a profession, not a homogenized job,” Lapin said, adding he’s not bullish on the stock going forward.

“As I said, I think Vail Resorts is a great short, and I don’t see an exit strategy for Vail Resorts other than selling off the different entities,” Lapin said.

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It wasn’t long after Russia hosted the $50 billion Sochi Winter Olympics in 2014 — which included a $9 billion high-speed train and road from the seaside city to the ski areas — that former Colorado Gov. Dick Lamm did a bit of a 180 on the idea of ever hosting the games.

The late Lamm, who was teaching at the University of Denver at the time, said he wouldn’t be opposed to Colorado bidding on the Winter Olympics if it resulted in a massive scaling back of public spending but brought in federal dollars to fix the Interstate 70 bottleneck between Denver and the state’s mountain resorts.

The reversal was remarkable for a man who, as a state representative in the early 1970s, had led the charge to give the games back after the International Olympic Committee had already awarded Denver the 1976 Winter Olympics, with yet-to-be-built Beaver Creek proposed as a key venue for Alpine ski racing.

Lamm was afraid the state’s zoning laws were too weak, environmental regulations would be ignored in the Olympic frenzy, and that the state’s taxpayers would be left holding the bag. Even back in 2014, Lamm still stood by the campaign to oppose the games, which Denver-area voters backed at the polls to become the only city to ever reject the Olympics after being selected.

“We have a bottleneck in Interstate 70 going up to the mountains. It can’t be expanded,” Lamm said in 2014 of proposed 1976 venues stretching from Denver to Steamboat Springs to Beaver Creek. “Just simply the Balkanized nature of the Olympics promised all kinds of logistical problems, but we are a much more sophisticated state at this time. It’s an expense problem, but I think we can engineer our way around that bottleneck.”

Read the full article at vaildaily.com/news/olympics-utah-ski-trains-passenger-rail-colorado.

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Editor’s note: This is the first of a two-part conversation with Vail Resorts CEO Rob Katz, who remains bullish on the company as he marks the 20^th anniversary of taking the helm.

Feb. 28 came and went without much fanfare in a ski industry suffering through one of the worst snowpack seasons in modern memory in Colorado and across the West, but it was the noteworthy 20^th anniversary of the day Rob Katz was first named CEO of Vail Resorts.

Besides announcing on day one that he planned to move the company headquarters from the Seasons Building in Avon to somewhere on the Front Range (it wound up being Broomfield, next to Boulder, Colorado), Katz started laying the groundwork for season pass products that would change skiing forever.

In a phone interview last week with the Vail Daily, Katz talked about his return to the helm of the ski company last year after stepping aside for three and a half years — “definitely did not bring any good luck to the ski season,” he joked of the poor snow this season — and what he’s accomplished in the industry since taking over as CEO in 2006.

“No doubt that I do feel proud about how the company was able to lead this transformation around advanced commitment and the introduction of the Epic Pass and then having other ski resorts, both in North America and around the world, kind of follow along,” Katz said.

When he took over Vail Resorts, the public company owned and operated Vail, Beaver Creek, Breckenridge, Keystone and Heavenly, California in 1997. Its market capitalization at the time was about $700 million, Katz recalled. It has grown to 42 ski resorts around the world with a pre-COVID market cap that peaked near $13 billion — coming back to earth in recent years at around $5 billion today.

Season ski passes in 2006 cost nearly twice what they do today, for far fewer resorts.

“In a season like this, (the Epic Pass) obviously provided tremendous stability, not just for the company, not just for other ski resorts, like through the Ikon Pass, the Indy Pass or the Mountain Collective, but it’s also provided a lot of stability for the communities because people buy in advance; they’re much more apt to still come on vacation,” Katz said. “And even if they ski less days, they’re still in the community. So it really provides a broad base of support for everyone.”

In Vail, for instance, Katz hopes sales tax numbers won’t drop off as precipitously as the 12% decline in skier days Vail Resorts as a whole has endured so far this season due to historically low snowpack. He said he believes season pass holders provide market stability.

As for all the acquisitions over the years, owning and operating ski areas on four continents provides geographic diversity and therefore better chances of good snow somewhere, but mainly he said they’re all about the season pass product.

“I really saw the acquisitions not to make the company bigger, but to make the pass better for people,” Katz said. “And so that was one of many things we did to have the Epic Pass be successful. But having the company be bigger has been … there are a lot of challenges that come with that.”

And that strategy is one of the main reasons Katz said it was imperative to move the company out of the Vail area and 100 miles east into suburban Denver, even though it kept the Vail name.

“We certainly have folks who are working on the mountain. They obviously need to be near the mountain,” Katz said. “But for a lot of our corporate folks, it wasn’t easy to hire and be able to expand because some people love living in a mountain community, and some people don’t.”

Katz famously took heat for the move from some of Vail’s founding fathers. Vail’s first local realtor and former Mayor Rod Slifer, in the Vail Daily book “Rod Slifer & the Spirit of Vail,” recalled getting a tour from Katz of the new corporate offices in Broomfield and telling him, “Well, these are really nice, you’ve done a really good job, but you can’t see Vail from here.’”

Katz recalled that conversation in the book, and to this day he wouldn’t have done it differently.

“It wasn’t just the person you were hiring, but often their spouse and their family,” Katz said of the company’s growth strategy. “So we really felt like we needed to be in a bigger city to really develop and build the corporate group that could scale with the company.”

Asked if there have been unintended consequences of the multi-resort season pass strategy — more crowding, safety, parking, housing, labor issues — Katz was quick with his answer.

“I don’t think season passes are creating crowding,” Katz said. “And every indication that we have is that actually, if anything, it is smoothing visitation out throughout the season so that actually where our visitation has grown, when we have shown growth, has been in off-peak periods. And as you know, Vail is a great example because, obviously anytime we go over 20,000 visits, we have to report that to the Forest Service and the town.”

So far this season, as one would expect in such a low snow year, town of Vail officials confirmed Vail has not exceeded the 19,900 skier-day number that triggers notification to the landowner Vail Resorts leases from, the U.S. Forest Service, and the town. 

Last season’s steady drumbeat of negative press about massive lift lines, unsafe slopes, ski patrol strikes ignored the basic fact that crowding means enthusiasm for the sport, Katz said.

“In the end, what I do think the industry and our communities have to get comfortable with is that we’re really saying that there are people who want to ski and we want to tell them no,” Katz said. “Because what I typically hear from people is they don’t want the crowding at their mountain, but they don’t really say, well, where should those people go if they want to ski, if they want to kick people off the mountain?”

Katz remembered big lift lines on fixed-grip chairlifts when he started skiing in Vail in 1991. He remembered even bigger lines skiing at Hunter Mountain in New York as a kid. Terrain expansions, high-speed quads, six packs and gondolas can meet those challenges, he added.

“(Reducing skiers), that’s just the wrong premise that we should be looking at this on,” Katz said. “Look, this is never going to be a fast-growing sport no matter what, but we want to keep some level of engagement and enthusiasm. Because if you don’t, I think you can see it go the other way very quickly.”

Michael Childers is an associate professor in the history department at Colorado State University, specializing in the modern American West and the environment. Author of “Colorado Powder Keg: Ski Resorts and the Environmental Movement,” he grew up skiing in Grand County.

“Putting (Katz) into the larger context of the industry, there’s no doubt that he reshaped the ski industry and has a huge role in reimagining how the business side of this thing works,” Childers said. “I think what happens next when you asked about a tipping point … they’re increasing the number of skiers going to these different multi-day mountains. And then that’s allowing them to have the capital and then the need to do on-mountain improvements.”

Childers envisions a wave of expansion that led to political pushback against the industry in the 1970s that ultimately cost Colorado the 1976 Winter Olympics.

“So we’re getting the gondolas and the high-speed chairs and all that on-mountain development. Then we’re going to see terrain expansions to meet this increasing demand. And that’s exactly the same model that happened in the 1960s and ’70s that led to all the political backlash,” Childers said. “Vail was kind of the bad guy in that story as well. That was the beginning of these mountains are getting too big, they’re causing too much development, too much gentrification. And it feels like Vail Resorts is back driving that bus yet again.”

Next: Rob Katz addresses environmental concerns facing the ski industry, the need for diversification of the ski company’s customer base, what he’s most proud of over the past 20 years, and how the company will partner with Utah for the 2034 Winter Olympics.

The post Vail Resorts CEO reviews 20 years of epic growth since he began appeared first on Park Record.

Colorado Gov. Jared Polis kicked off a Q&A with Vail Resorts CEO Rob Katz at the annual Western Governors’ Association meeting in Vail on Monday by asking his opinion of the CORE Act, which would create 73,000 acres of new wilderness and the first National Historic Landscape at Camp Hale.

Utah Gov. Gary Herbert, seated to the left of Polis, followed up with a question about how the ski industry can continue to grow given the rigidity of the current environmental regulations dictating the management of federal lands where most ski areas operate.

Polis, a Democrat, is one of the most progressive governors at the conference that runs through Wednesday. Herbert, a Republican, represents one of the most conservative states in the West.

The two shared a good-natured exchange about whose snow is better and the fact the United States Olympic Committee picked Utah over Colorado as a candidate for the 2030 Winter Olympics. Polis acknowledged those Winter Games have just about the same disapproval rating (88%) in Colorado as approval rating in Utah.

That prompted Herbert to joke about the “the contrast between the western side of the Rockies and eastern side of the Rockies.”

In fact, as Colorado politicians push for more protections for public lands in the White River National Forest and elsewhere in Colorado, their counterparts in Utah have successfully worked with the Trump administration to strip away protections for national monuments like Bears Ears and Grand Staircase Escalante in order to encourage more mining and fossil fuel extraction. That divergence led to Colorado stealing the Outdoor Retailer show away from neighboring Utah.

For his part, Katz, whose company owns and operates resorts in both states, stuck to his talking points about the benefits of the overall outdoor recreation industry: nearly $900 billion in annual consumer spending nationwide; $73 billion a year on snow sports; $8.4 billion a year in revenue generated by ski resorts; 59 million skier visits (60% in West) and 7.6 million American jobs.

Without directly taking sides in the “more public lands protection and outdoor recreation” versus “less protection and more resource extraction” argument, Katz made it pretty clear where his company comes down. The greatest challenge to the ski industry, he said, is “first and foremost climate change,” accompanied by weather and snowpack variability.

As for the Polis question on the CORE Act, Katz focused on the Camp Hale aspect, with its preservation of the hallowed training ground of the famed 10th Mountain Division of World War II ski troopers who fought the Nazis and Japanese and returned home to found the ski industry.

“The opportunity is pretty significant,” Katz said. “Certainly within the Colorado community, Camp Hale has always had a very special place, but the national prominence and understanding and the connection that this industry has to its roots is unique, and I don’t think it’s well understood. [The CORE Act] would actually bring more engagement and participation and a better understanding of what the men and women of the military do and how critical it is.”

Then Katz tactfully tackled Herbert’s question about growing the ski industry under the current regulatory structure.

“We believe that the sport does need to grow and we also believe that it should be growing within its current footprint, so it is challenging and probably not wise to start new ski resorts at this point given all the environment challenges that you highlighted,” Katz told Herbert.

The way to do that, he added, is to expand ski terrain within current boundaries and utilize technology and infrastructure upgrades to move people more efficiently within resorts. He also said the ski industry must continue to invest in base area improvements, roads and housing.

Besides climate, Katz cited the additional challenges to the industry of making the sport more accessible to more people; investing in infrastructure to accommodate growth; and workforce and housing shortages.

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