Mark Stewart is a nice, likable guy. He’s got a bit of a David Tennant vibe—not frantic Doctor Who–era Tennant, but more the calm and collected Tennant found in those critically acclaimed crime dramas. And it suits. Mark is a detective after all. But instead of finding murderers, he’s problem-solving anything and everything that can go sideways at a surf park.
As Estates Director, he works quietly behind the scenes, tuning the logistics and those little points of friction most of us never notice. He’s part outdoor instructor, part operations veteran, and full-time problem solver, and Mark oversees everything from maintenance and landscaping to long-term environmental planning. He’s the guy thinking about drainage, tree cover, footpaths, guest experience, and how to fight back when the wind starts pushing the bins across the car park.
During a recent visit to Lost Shore, we were even lucky enough to catch him between tasks (a rarity). We sat down with Mark (sometimes he’s also called “Sparky”) to discover the nuts and bolts of what is today Europe’s largest surf park. He sheds light on how along with the surf, thoughtful design, staff culture, and a bit of wild green space might be the most important components to a successful wave pool.
Can you tell us your job title at Lost Shore and what you do?
I’m the Estates Director for Lost Shore. What I do, that’s a very good question. A little bit of everything. Like most people here, every day brings new and different challenges. You come in and see what exciting issues lie ahead. I’d say I focus mostly on the physical environment. If it costs the business money, I’m usually the one looking after it. I don’t get very involved in the commercial side of things.
What does a typical workday involve, besides zipping about in that golf cart?
We’ve been open now for about eight months — we opened back in November. In theory, construction was completed at that point. In reality, once you open a place, you immediately start spotting things you might have done differently, or things you’d like to improve. There are always little elements that aren’t quite as finished as they should be. So a lot of my time is spent looking at ongoing improvements — continual additions, fixes, or refinements. It’s very much about maintaining and enhancing the site from a facilities point of view.
What’s the biggest expense at Lost Shore?
Staffing is one of the biggest expenses, but it’s also one of the biggest opportunities. If you get it right and bring the right people in, it makes all the difference to the guest experience. Sure, you can build a shiny, new attraction that gets great feedback, and the wave pool definitely does, but what really sticks with people are the touchpoints they have with staff. If those interactions feel genuine, if guests feel valued, that’s what makes the difference. And you can’t necessarily teach that. It comes from hiring the right team, fostering a sense of community among the staff, and creating a company ethos where people feel valued and part of something meaningful. That culture ultimately reflects back on how visitors experience the place.
Editor’s note: We spoke on this subject at length in our podcast with Lee Wood.
Are you involved in the hiring process directly?
Not directly. I oversee maintenance, landscaping, security, and a lot of the facilities delivery — including housekeeping. Those are the areas under my remit. But in my role as Estates Director, I do look at the business as a whole. I’m not hands-on in the hiring process, but I help oversee how the teams operate and how they fit together.
What were you doing before Lost Shore?
Before Lost Shore, I worked for a surf retailer in Edinburgh. It originally started as a ski and snowboard shop, but over time it grew to include a wide range of surfing products and developed a large online presence. I was in charge of operations. My main background, though, is in outdoor instruction. I’ve spent most of my life working in the outdoors and the outdoor industry. So in many ways, this role feels like everything has been leading up to it. When I first heard about Lost Shore, or Wavegarden Scotland as it was called back then, I was still at the shop. I was curious but hesitant. I wasn’t sure if it was going to be competition for us or maybe an opportunity. I approached Andy Hadden, and thankfully, he saw it as an opportunity too. We started collaborating on a few things here and there, and eventually that relationship evolved into the role I’m in now.
Can you share some stats about the property? How big is it, and what’s involved in maintaining it?
The site is about 60 acres in total, but only the very center has been developed. We’ve made a conscious effort to leave large areas open and undeveloped. I see the green space as one of our biggest assets, aside from the wave pool, of course. The wave is the star, but what really sets us apart is the surrounding landscape.
These open areas attract people who might not otherwise come to a surf park. One of our core missions has always been breaking down the barriers that exist around surfing, especially in Scotland, where it’s not seen as an everyday person’s sport. It’s often viewed as being for a specific type of person or demographic.
But when people can just come walk their dogs, have a coffee, enjoy the space with no entry gate or paywall, that’s when they start engaging with the atmosphere. They might see the waves and think, “Maybe I could try that,” or “My grandkids would love this.” It opens the door to surfing in a really natural, accessible way.
I’ve noticed people in the café who don’t look like they’re here to surf. Has that been intentional?
Yes, absolutely. In Scotland, we would have been naive to think we could fill this place with just hardcore surfers. That might work in certain parts of the world, but not here. We knew we had to be open and welcoming to people from all walks of life. I think we’ve done a good job of that. It’s about creating an environment where anyone can come in, enjoy themselves, and feel like they belong, even if they’ve never touched a surfboard.
Besides the wave pool, what else are you doing with the space?
As I mentioned, the site is 60 acres and only partially developed. We’ve left much of it green intentionally, and we’re gradually enhancing it with more trees, greater biodiversity, and native plant species that thrive here. We want the site to become a space that not only provides recreation but also offers education. It should help people understand the value of nature, whether that’s through sustainability, enjoyment, or well-being. Giving nature a tangible value is something that’s often missing in development projects, but we really believe in it here.
Are guests encouraged to explore the natural areas?
Absolutely. Although in the case of the hilltop lodges, it’s not really optional, the only way to get there is on foot. You walk up through the country park, and it’s a beautiful route. The beachfront accommodation is obviously closer to the water, but the hilltop experience offers something different. Much of what you see up on the slopes is just natural regrowth at the moment. But we’re planning to develop it further. We want to create paths, picnic areas, and touchpoints where people can stop and learn about the plant life, the birds, the sounds of the area. We’re aiming for nature trails that kids can run around on, or places families can enjoy. It’s not just about the nature either. This area has a rich history, and we’d love to bring some of that to the surface too.
Anything else you want to add?
For me, as more wave pools are built across the UK and internationally, the big question will be: what makes each one unique? Everyone will be searching for their Unique Selling Point, their reason for being. You don’t want to compete on price. That’s a race to the bottom. Price might be the first thing customers ask about, but if you can shift the conversation to value, and what kind of experience will they have and will it be memorable and will it feel different, then that’s where success lies. If we can focus on delivering that kind of value, then I think we’ll be in a really strong position.
