Director of Surf Operations, or more simply, Surf Ops, is one of the most coveted yet anxiety-producing jobs at any surf park. Those who hold the position have a unique mix of characteristics – part surf bum, part accountant, part shaman. With each WavePoolMag visit, we discover more members of this secret tribe, all connected by their love of surfing and an intense drive to operate at maximum efficiency. Aiden Khan is the director of Surf Operations at Atlantic Park Surf, where he oversees lifeguards, wave programming, and session scheduling. He previously worked at Surf Ranch for more than five years and later managed the Surfrider Hotel in Malibu. This unique background in surf and hospitality makes him perfect for the Surf Ops role in Virginia Beach.
What is your role here at Atlantic Park Surf?
On paper, my title is director of surf operations. I am directly in charge of our lifeguard program. Our lifeguards are reef hosts, our tower operator, and wave programming, which Jason and I work on closely. I also help curate the wave menu and work with our general manager and the guest experience manager on wave scheduling, deciding which sessions to run at different times of day to optimize revenue and guest flow.
What did you do before this role?
Before this, I managed a twenty-room boutique hotel in Malibu called the Surfrider Hotel, located across from First Point. I did that for about a year and a half. Before that, I worked at Surf Ranch for about five and a half years.
Is that how you got this position?
Yes. When I started at Surf Ranch in January 2020, Blake (Hess) was the general manager. He is now the chief operating officer of Beach Street. I stayed in touch with him and built a strong working relationship. He helped mentor me in leadership and decision-making, which contributed to my growth.
Are there shared principles between Surf Ranch and this operation?
This operation is different because it is high-throughput. At Surf Ranch, I would host twenty five to thirty guests over twenty four hours. Here, we have twenty-five to thirty guests every hour. Some wave pools lose the personal aspect with that volume. I wanted to bring the idea that every guest is important and every experience matters. Even if someone is here for one hour, we can still make a meaningful impact. The goal is to maintain a high level of attention without losing quality due to volume.
How do you manage session variety while keeping things simple for guests?
During the wave programming phase, Wavegarden was on site for about two weeks. Jason and I worked with them to build the wave menu. We spent long hours in the water testing different wave settings. We created a progression starting from beginner waves like Waikiki and moving through Malibu levels from 0.5 to 5. We adjusted each level carefully to ensure smooth progression. The goal was to allow guests to move from one level to the next without difficulty or large jumps in skill requirement.
Do you feel that this current wave menu works as well as it can?
Yes, the system works, but communicating it to guests is a challenge. Some people book sessions above their ability level. We advise guests to choose the lower level if unsure. That ensures they catch waves and have a better experience rather than struggling.
Did anything surprise you when you took on your current role?
The biggest challenge is managing the transition from a low-volume operation to a high-throughput one while keeping everything seamless. Sessions depend on coordination between multiple teams. Guests need to arrive on time, complete waivers, get equipment, and attend briefings. If any step is delayed, it affects the entire schedule.
How tight is the session timing?
Sessions run about fifty-eight minutes, leaving two minutes to clear the lagoon and bring in the next group. Everything must happen on time, including briefings and entry into the water.
Do you experience delays from guests arriving late?
Occasionally, guests arrive late and miss the first waves. In those cases, we provide a quick briefing at the ramp before they enter the lagoon. Overall, timing has worked well so far.
How will the operation change as more facilities open?
Additional features like restaurants and retail will increase traffic. This will bring more energy but also new challenges, including managing larger crowds and ensuring safety. Alcohol consumption may also require additional oversight. Safety remains the priority.
What advice would you give someone wanting to work in this field?
A background in hospitality is important. My experience started early, working in my father’s catering business doing basic service tasks. Being outgoing and approachable is key because guests are excited to be here. This job involves contributing to positive experiences.
It is important to be open to learning and accepting feedback. Not everything should be taken personally, especially in hospitality, where most interactions are positive but some may be difficult. Learning to handle both positive and negative situations is important.
How do you measure success in your role?
I know I have done my job well when guests leave safely and are visibly happy. When people come out of the water smiling and expressing excitement, that shows the experience worked. It reflects proper coordination, safety, and overall guest satisfaction.
More about Atlantic Park Surf at this link. If you’d like to work in the surf park space, check out WavePoolJobs at this link.
