Frank Scurlock

Please introduce Scurlock Entertainment and describe your role as President and CEO.

I am President and CEO of Scurlock Services, LLC, doing business as Scurlock Entertainment. My work is built around affordable family fun. I grew up in the inflatable amusement ride industry. My father invented the inflatable ride in 1959, and my mother helped build the rental model in the late 1960s. My role is to carry that legacy forward, build practical entertainment businesses, and create experiences that make people smile.

What is your core business model?

The model has changed over time. I have used company-owned operations, rental locations, retail distribution, and partnerships. I founded Space Walk of America in 1980 and later Inflatable Zoo. At one point, we opened more than 500 rental stores. We also sold through national chains such as Ace Hardware, True Value, and Do it Best. The structure depends on the product, market, and operating need.

How does Scurlock Entertainment stand apart in the market?

We were not just entering a crowded market. My family helped create the industry. That gives me a long view. I understand the product, the customer, and the operating problems behind the fun. The focus has always been simple: affordable family fun that people can access close to home.

What industries or sectors do you serve?

I serve family entertainment, inflatable amusement, rental entertainment, events, and recreational attractions. Over time, that work expanded from local rentals to national retail channels and multiple entertainment companies. The core stayed the same. I serve families, communities, event operators, and partners who want fun products that work in real settings.

What services or solutions do people come to you for most?

People come for entertainment concepts, inflatable attractions, rental models, and ways to create affordable fun. They also come for experience. I have opened companies, built stores, worked with large chains, and seen the industry through many cycles.

How do you stay ahead of industry shifts?

I travel. That is one of my main systems for learning. I have been to Asia more than 20 times and many major cities around the world. In 2015, I went to every Disney park in the world in seven days. I watch how people gather, spend time, and enjoy experiences. “Every year I travel substantially, which is the best education.”

Do you have repeat clients or long-term partners?

The exact percentage is not available. What I can say is that repeat business comes from reliability, affordability, and trust. In this industry, people remember whether the product worked, whether the event was smooth, and whether families had a good time.

How do you measure customer satisfaction?

I look at practical results. Did the product perform? Was the family experience positive? Did the customer come back? Did the partner want to expand? In entertainment, satisfaction is visible. People smile, families stay engaged, and organizers know whether the event worked.

What post-project support do you provide?

Support depends on the project. In rentals and entertainment, support usually means answering questions, solving operating issues, and helping clients understand setup, safety, use, and next steps. The unknown is the current support structure for each service line, because it can vary by project.

How do you structure pricing and billing?

Pricing depends on the service, product, rental model, or partnership. The exact current pricing structure is not available. Historically, the business has focused on affordability and access. I try to balance fair pricing with products and services that are dependable.

What price range have you handled recently?

The specific price range for the past year is not available. My broader approach is clear. I do not believe family fun should only be for people with large budgets. Value matters. Affordability matters. The goal is to create something that works for the customer and still makes business sense.

Have you turned down projects based on budget or scope?

Specific examples are not available. In general, every project needs basic fit. The scope must be realistic. The budget must support safe delivery. The customer must understand what is being provided. If those pieces do not line up, the project needs to be adjusted.

What challenges has the company faced, and how did you overcome them?

I have started over more than once. Corporate takeover, divorce, and Hurricane Katrina all changed my path. I also stepped away from business at different times to raise my three children. “Having started over three times from corporate takeover, divorce and Katrina, you never ever give up.” I overcame those seasons by working, rebuilding, and staying focused on what mattered.

How do you foster innovation?

I look for what has not been done yet. I travel, study entertainment, and pay attention to what makes people happy. I also stay close to the customer. Innovation is not only technology. Sometimes it is a better rental model, a better distribution path, or a simpler way to bring fun to families.

What role does culture play in your success?

Culture matters because fun is a people business. The work has to be rooted in service. My values are faith, family, kindness, and hard work. “We need more kindness and compassion,” I say often. That is not a slogan. It affects how people are treated.

Where do you see the company in the next 5 to 10 years?

I want to keep serving humanity with fun and happiness. I also want my work through the Noigiler Foundation to grow. I have said I want to give 90% of my wealth away. The long-term goal is impact, not just expansion.

How has your leadership style evolved?

I lead with more perspective now. When I was younger, I worked nonstop. “Work like there’s no tomorrow,” was my mindset. I still believe in hard work, but I also understand family, faith, and rebuilding. Those things shaped me.

What market shifts excite you most?

I am interested in anything that helps families gather, play, and enjoy life together. New entertainment formats, global ideas, and accessible experiences all interest me. The best ideas are the ones people can actually use.

What advice would you give aspiring founders and operators?

Do the work. Know your customer. Keep your promises. Do not quit because the path gets hard. “No one said it was easy.” My lesson is simple: “Never give up. Believe in your God-given talent and most importantly, kill them with kindness.”