AlpineZone Challenge 2007 – Stephen Kircher of Boyne
The AlpineZone Ski Area Challenge was designed to provide a method for our forum members to get official answers to skiing-related questions directly from a ski area representative. Stephen Kircher, President of Eastern Operations of Boyne Resorts (Sugarloaf, Sunday River and Loon) in Boyne Falls, Missouri, took the AlpineZone Ski Area Challenge and provided the following responses on 9/20/2007:
Greg: With Killington’s announcement that they will shorten their season from mid-November to mid-April, which is now in line with just about every other major Northeast resort, will you attempt to extend the seasons (either early or late) at Sugarloaf and/or Sunday River?
snoseek asked, “what’s the philosophy on snowmaking? Is a lengthy season in the forecast for coming years?”
Jordanskier on the SRMB asked, “Without question Sunday River consistently has the best snow conditions of any major resort in the North East. Their snow making and grooming are second to none in my opinion. The early part of the 2006-07 ski season was especially tough for snow making with warm days and little or no natural snow until mid January. For the first time since we’ve owned at the Jordan Grand (1998) it was not open for ski in/ski out by the Christmas/New Year’s holiday. I’m sure the snow makers did the best they could with the “resources” at hand but the people staying at the hotel only know that they had to shuttle down the mountain to ski. Do you think Sunday River needs more snow making capacity and if so how much of an upgrade do you think is required? When would you like to have the two hotels ski in/ski out by? Thanks for taking the time to answer these questions and welcome to Maine!”
Stephen Kircher: Snowmaking is a pillar of our company’s success and rooted in our legacy of innovation. We like Sunday River of old believe and pride ourselves in having snowmaking capabilities that allow us to be aggressive at extending our season – especially our opening dates. It is our intent to compete very aggressively over the coming years and decades for the “first to open” crown. As for late season, we will stay open as long as it is profitable to do so and certainly as it pertains to Sugarloaf, continue to build upon its great late season reputation.
We believe in providing value in both the length of the season and also the quality of the snow surfaces throughout the season. We will not be cutting the season’s length; we will work to find ways to extend the season with more snow and more alternative things to do while on vacation.
Sunday River and Sugarloaf already showcase very competitive snowmaking capabilities in the market. However, our goals are to continue to make significant investment in boosting our capabilities resulting in more and better quality snow, do so more energy efficiently and be able to produce it effectively at higher temperatures than has been done thus far. There is already significant improvement efforts at both resorts in the area of snowmaking and grooming equipment for this upcoming season which will be highlighted in future information from the respective resort teams.
As far as getting more terrain open earlier and when specific runs will get open, that is purely a function of the capacity of the system and the number of hours the team is able to run. So by bolstering each resort’s capabilities, we will have more flexibility to open each resort’s key runs sooner than was historically done with the same weather patterns. Certainly, runs that connect to key ski-in/ski-out accommodations will be prioritized whenever possible.
The goal has been and will continue to be to open the five points of entry that provide access to Sunday River’s eight mountain peaks as quickly as possible. Barker and then South Ridge will be first, White Cap and the Grand Summit next and finally, the Jordan. We have set a goal to have the entire resort open by Christmas week most years.
Last winter highlighted weak spots in snowmaking capabilities at many ski areas throughout the eastern United States. Although it was a weather scenario that hasn’t occurred to that extreme since the winter of 1965, it could happen again and Boyne USA will be better prepared for it at all of our resorts in the future.
We plan to introduce much of our proprietary marginal temperature and highly energy efficient snowmaking technologies to eastern properties as quickly as possible. You will see some of that influx this season and in-fact Sugarloaf will see an almost 25% increase in snowmaking capacity this winter alone and Sunday will have a significant boost in efficiency allowing the team to more aggressively use the horsepower that that system supports already. A combination of Boyne USA’s proprietary Boyne Low E Fan Gun Snowmaking Technology and other Low E stick technologies will be expanded in use this winter and and more extensively in coming years.
Additionally, we are working on breakthrough technology that will begin to be unveiled in coming months at all of our resorts. This development leads to even greater energy savings and furthers our ability to make snow more efficiently and at warmer temperatures than anyone else in the world.
Official announcements and details of our specific plans are forthcoming in the weeks, months and years ahead as the initiatives are 100% committed to in each case. Shortly we will be outlining the almost $3.8 million dollar improvement plan that we and other Sugarloaf stakeholders will have in place for this winter season.
We received many questions regarding Boyne’s foray into Northeast ski scene and if there were plans to acquire other resorts.
Greg: ga2ski asked the following, “Thanks for taking the challenge. Your voice as President of a major ski company on the SL, SR and AZ boards are always welcome. Why did Boyne decide to venture in the eastern ski market? Why SR/SL and not other resorts (besides the obvious fact that they were for sale?) With your partnership with CNL Income Properties, will additional resorts such as Loon and Bretton Woods be added into the eastern pass next season? Any thoughts of acquiring Saddleback and making the Maine Pass a true Maine Pass?”
ichn2go asked if there are any plans to purchase other areas in the Northeast.
crystalmountainskier asked, ” There is a rumor on this forum that Boyne has leased Cranmore, Waterville Valley, and The Summit at Snoqualmie from CNL Properties. Apparently Booth Creek wants to leave Washington and New Hampshire. Can you confirm or deny this at the present time? If true, would you include these resorts in the Maine Pass or offer a combined Crystal Mountain/Snoqualmie pass?
Stephen Kircher: Well, as you probably know by now, we have entered the New England market in an even bigger way than was widely and recently understood when we and our financial partners purchased Sunday River and Sugarloaf. With the addition of greatly expanding Loon Mountain to the Maine locations and the recent unveiling of what will be know as the “New England Pass”, we have what we think is the perfect trifecta of ski resorts for those living in the region and the best pass value in all of the east. Folks who have purchased either the Maine or the Threedom Pass from Booth may upgrade to this pass prior to the season to enjoy all three resorts.
Boyne USA has a great deal of respect for the New England market and has long wanted to enter it in a real meaningful way. We wanted to enter the market from a position of strength and be capitalized so we could invest the monies necessary to have a real positive impact on the product and the experience. By now being in the market with three leading resorts along with our capital partner, CNL Income Properties, we believe we have accomplished that this year.
Our interest in New England skiing has been there for several decades and our desire to continue to geographically diversify as a family run company has existed for over 50 years. This move is just a logical continuation of our previous strategic moves. Coming to New England is also a move that helps balance very nicely with our expanding Pacific Northwest operations that often have almost opposite weather patterns at any given time.
Historically, we have “almost” acquired several resorts out east but in the end, we either passed on the opportunities or declined to overpay for the assets. We never felt that entering the market with only one resort would have sufficient scale to compete effectively. The ASC portfolio was looked at extensively. We were second in the running for Steamboat and opted to pass on bidding for Attitash and Mt. Snow in this last round; deciding to focus on what we consider to be much better long-term assets in Sunday River, Sugarloaf and Loon Mountain.
We are thankful and appreciative that, with CNL as our capital partner, the size of the deal is now not an issue and allowed us to become one of the key players in a very short period of time. It is a fantastic growth platform for our company and a real bonus for our customers nationwide with the additional capital available to make improvements to the resorts at a much more aggressive pace that the past several years. This is a trend that you are likely to see continue for many years. The growth will come from reinvestment and enhancing the acquired assets organically, as well as adding new members to the Boyne USA family of resorts and attractions.
We have successfully operated across North America for decades and think that by continuing the tradition of relying heavily on talented local staff with support from our home office teams, we can again be successful in New England and beyond.
To answer the question about adding any resorts to the mix in New England, we would consider adding quality locations but we certainly don’t want get too heavily weighted in one region. We learn from the past and I believe that being too heavily weighted in New England was one aspect that contributed to the ultimate demise of ASC. Luckily and uniquely, we have a significant presence in the Pacific Northwest that counterbalances the weather patterns of New England.
ga2ski: I have heard of plans for night skiing at Sunday River? Do you care to elaborate on the plans? When would it happen (i.e. this season or next)? What trails? Do you have night skiing plans for Sugarloaf?
We are looking at scenarios of adding lighting to several of the eastern resorts. Most seriously, we are investigating and pricing this at Sunday River. This project is part of our discussion about adding our Boyne Low E Fan Gun Snowmaking Technology. With the logistics of installing electrical lines in rock formations at this late date, we are unlikely to begin any night skiing this upcoming season.
However, once we decide on new and major lift moves and how extensively we will be adding the Boyne Low E Fan Gun Snowmaking Technology, we will firm up our plans for extending the day into night.
The current discussions at Sunday River are to hub more activities out of South Ridge so that it becomes the epicenter of activity for après ski and evening activities. Additionally, we are discussing plans to move tubing to South Ridge. Night Skiing and extending that day in that location would most certainly add to that energy.
We received a number of questions regarding your opinion of Sunday River and Sugarloaf.
Greg: ga2ski asked, “What is your favorite aspect of Sunday River? Sugarloaf? What is one thing you hope to improve at Sunday River? Sugarloaf?”
snoseek: asked, “where do you see both Sunday River and Sugarloaf in 10 years? I’m so glad you’re taking this challenge. There is no doubt Boyne has already made lots of positive moves to win over existing customers and I’m very optimistic for the future of Maine skiing.”
Stephen Kircher: What is your favorite aspect of Sunday River?
Its size, current infrastructure, access to water rights and potential to be even bigger and building on its great reputation for superior snow surfaces and expansive terrain. It has tremendous natural beauty and is located near the quaint New England town of Bethel. It has a very loyal customer base that is eager for seeing its full potential tapped. It also has tremendous long-term potential and has somewhat of a “blank slate” with over 9800 acres of four-season resort development potential. The possibilities are endless at that location for well-planned growth.
It is arguably the best mountain in all of New England and has serious expansion potential with great skiing opportunities on Burnt Mountain and elsewhere. With upgrades to its infrastructure, Sugarloaf has very attractive short-term and long-term viability. And for sure it has the MOST loyal customer base of probably any resort in North America.
What is one thing you hope to improve at Sunday River?
Its viability as a four-season destination and community. It needs to build on its reputation in ski, golf and add many other reasons to come enjoy being there all year long.
Its aging lifts and base facilities need to be updated to make it a regionally competitive product. It can be the best ski or riding experience in New England; with upgraded snowmaking, new lifts and a fresh, organized look and feel to the base village, it can be at the very top of New England’s list of must ski or ride locations. As you can see from our first small move to remove the gondola midstation terminal at Sugarloaf, repaving the arrival experience and many other small details starting to be addressed that we are serious about improving the manmade facilities on the property so they don’t detract from the absolutely pristine natural surroundings. In fact Sugarloaf will be soon outlining the almost $3.8m investment for the 07/08 season that all the resort’s stakeholders are making in the facilities. Almost $1.5m of that will be in on mountain improvements such as snowmaking and grooming enhancements. More details to come from both resorts on what is transpiring at each resort for this winter.
Where do you see both Sunday River and Sugarloaf in 10 years?
Over the next several months, much more will be understood and clearer as to the specific vision for each resort. As you may appreciate, we need to see them operate, talk with many folks and digest the long-term opportunities. However, we are confident at this time in saying that each resort will see updates to the lift system and continued snowmaking infrastructure upgrades for several years to come. There will be new amenities added that will broaden their appeal in every season. We most certainly see each resort being considered solidly at the top of the Eastern US ski resort rankings.
ga2ski: Last season Sunday River and Sugarloaf started to become “green” by trading electric credits for wind power. What is Boyne/CNL’s company vision on “greening” the resorts? The September 2007 edition of SKI magazine has an article on seeding the clouds. I noticed that Alta/Snowbird participate in the seeding, but Boyne Resorts such as Big Sky and Brighton (only a few miles away as the crow flies) do not. What is your take on seeding the clouds? Do you think it would work on the east coast?
Stephen Kircher: Boyne USA Resorts has had a long-standing history of striving to be energy efficient and developing technology wherever possible to do this. At the risk of being controversial or PI, we also believe in “REAL greening” not just buying the proverbial green blanket as many resort companies have done this past year. We do not think the wind power credit movement is entirely genuine when it is not coupled with a more comprehensive and “REAL” effort. We are and have been implementing what we consider more tangible acts of “greenness”. For example, our snowmaking technology uses 1/8th the amount of energy than what has been the predominate snowmaking technology used in past decades. We, for example, have generated over 15% of the power supplied to one of our northern Michigan resorts, Boyne Mountain, at our own hydro dam since the 1970’s. We have and will continue to focus on holistic definition of “Greening” a three-prong approach at our resorts. This process going forward is being shepherded in part by Green Committees that have been set up at each resort to improve our focus on the following three legs to our “green” stool:
1) Engage in environmentally friendly practices.
Current examples beyond the above: We have instituted extensive recycling programs, replaced high-energy bulbs with highly efficient bulbs, continue to carve off thousands of acres of open spaces and planting trees for decades on open lands to improve both wildlife habitat and CO2 conversion. We are instituting paperless cafeterias/food courts in some locations to reduce the huge amount of paper and styrofoam consumption (not to mention eating on real plates and with silverware is an added bonus). We also have made a commitment to build all new real estate development projects with LEED certification.
2) Promote healthy lifestyles at our resorts.
Current examples: We created healthier menu items by no longer cooking with trans fats, adding organic items and declared most facilities as smoke-free. It goes without saying, but I will anyway: we are a company based on lifelong active lifestyle sports and activities that do support healthier living. We intend to continue to promote the outdoor activities that will help keep our bulging population from gaining any more weight.
3) Be socially conscious in our actions and deeds.
Current Examples: We strive to purchase goods and services locally whenever reasonably possible. Also, we are active and encourage all of our team members to involve themselves in the local communities through volunteer and charity work and we support their efforts to do so.
Ironically, most of our efforts have been in existence since before it became en vogue to be “green” and thus, we, like many things we do/have done – stayed under the radar. Maybe that needs to change in this new world of customers wanting to know more about what we do as a company in these areas.
I do want to emphasize that from what I have learned over the past 6 months Sunday River and Sugarloaf both have engaged in what we consider “Real” greening in conjunction with the much publicized wind power credit purchase.
Actions such as creating biodesiel programs at Sugarloaf with the “French fry express” take effort and are more in keeping with our philosophy of doing something “REAL” and positive for the environment.
Additionally Sunday River for example has implemented these “REAL” efforts to be environmentally friendly that we will continue to support and discuss including elsewhere.
1) Implemented a no idling program last winter for all gas powered resort vehicles.
2) Also employees can bring waste oil, batteries, fluorescent bulbs, and other universal waste to a special collection area at the resort to ensure proper disposal.
3) Became certified through the Maine Department of Environmental Protection as an environmental leader. Only ski area in the state to do so at last check.
4) Both of our Grand Hotels and the ski area itself are now state certified as environmental leaders due to efforts in waste management, water conservation, and energy efficiency. www.maine.gov/dep/oia/p2/hotels.htm
5) Sunday River has a department dedicated to resort-wide recycling. In fact, they recycle more corrugated cardboard than the local surrounding towns combined. This department is focused on reducing the amount of materials in the waste stream across the entire resort. They are working on implementing single sort recycling in areas like the condos and hotels where it falls upon guests to recycle or not. If they can put all recycle able material into one bin, it becomes more likely to occur.
Regarding the question about seeding the clouds:
We have experimented with this since the late 60’s in Michigan and have concluded that focusing on snowmaking is a far more energy efficient way of getting snow where you want it. Rarely does seeding bear fruit on the intended location and in my opinion, is a waste of plane fuel and time.
Greg: We received a number of lodging related questions.
Razor: “As an owner at one of the hotels at Sunday River, I’m interested to know what plans or improvements you might have for them. In the past we enjoyed the reciprocal Space Available option at all the other ASC resorts and took advantage of it often. Will there be any similar arrangement with more resorts other than the Maine ones? I’ve heard mention of the Boyne Vacation Club. Can you elaborate and how that will work with the Maine hotels? Any perks for owners beyond those that currently exist? Congratulations on obtaining two of the finest resorts in the East and thanks for being so open and accessible.”
thaller1 asked, “What types of improvements are you planning for the existing lodging options? Additionally, will you be working on pass holder lodging deals or just good prices for everyone?”
Stephen Kircher: Regarding accommodations improvements, since almost all the condos and hotels are third-party owned and in rental programs that we manage, our goal is to help lead the associations and work with each to help map out a reinvestment program most appropriate for their property. There has been already this summer and fall a number of very impressive upgrade initiatives at Sugarloaf and at Sunday River that will be noticed by returning guests. More details of these reinvestment efforts underway will be forthcoming by the individual resorts.
It should be understood that as one of the few ski operators in the industry that is actually a hospitality company as well as a development company, we believe that the places people stay are as important as the amenities that draw them. We are a Marriott franchisee and have extensive experience in condo management, thus firmly believe that creating a seamless experience across all touch points of the customer experience is crucial to the long term success of a destination resort.
Our overall goal is to help drive 12-month occupancy for the existing facilities so that each owner will be excited about continued reinvestment in their unit/facility to maintain its competitiveness in the hospitality marketplace. To help this process along, we will be looking to add amenities and reinvest in our facilities to help justify those owner association upgrades that help get those facilities into very competitive shape.
We also hope to introduce several new and different ski-in/ski- out product lines that will be fully furnished and raise the bar significantly for on-mountain accommodations at both Maine resorts. Example of this caliber at a reasonable pricepoint would be our Creekside product in Michigan (www.boyne.com/RealEstate/creekside/), two of which are owned by your very own Mike Vrable of the New England Patriots.
Regarding the question about trading and our Boyne Vacation Club (BVC), we are working with our trading system to get the New England products loaded so that those owners and rental management participants can begin to take advantage of trades to other resorts in the Boyne USA network and to over 2000 resorts worldwide through Interval International (II) network. The ASC space available program, which is no longer possible with the breakup of ASC, will be replaced with the BVC for trades to other facilities that participate with us or with II.
Regarding the question of room rates and passholders, hopefully you can understand that we have fiduciary responsibilities to our property owners in our rental management program to maximize their incomes and while balancing the offer of competitive value to all potential overnight guests. Our philosophy rests in creating a yielding system that enables those who book early to get the best deals. It is not our philosophy to single out a customer group for discounting that could perceive to benefit us (Boyne USA) unilaterally. As you can see from our cross resort season pass policy of having to stay in our facilities to get the free skiing that we are trying to drive traffic into accommodations that benefits our owners who participate in our rental management programs.
Additionally, our BoyneRewards program (www.boynerewards.com) creates added value by providing loyalty points that maximize dollars spent with us on season passes, merchandise, lodging, food and beverage (in Boyne USA owned establishments) and much more. This program will be rolled out in earnest this winter out east and allow our most loyal customers the greatest benefits.
snowdog: Boyne has a fantastic reputation for creating 4 season resorts. Is it possible to have a four season resort at Sunday River without having the town of Bethel improve and upgrade as well as the resort itself. At Mt Abram years ago they put in a monorail to attract summer tourists and it didn’t go well. I know you have reopened the Mt biking, but even that has been tried before. I look at North Conway NH with tiny Cranmore and Attitash close by as a 4 season area and it doesn’t have anything to do with the mountains but more to do with the community there. Just wondering how you see the local communities fitting into your long term strategic plan for the area? Thanks for your time.
Stephen Kircher: Thank you for the compliment. Boyne USA Resorts prides itself on delivering a comprehensive four-season experience and works hard to remain ahead of the curve in this regard. There are those who believe that by just focusing on the skiing they somehow create a superior product or that by having real estate development as an objective is somehow in competition with skiing. We strongly disagree. The skiing and the overall guest experience can be made better through a comprehensive plan and its execution. We feel that offering both vacation and ownership opportunities needs to be a coordinated effort and ultimately allowing us to create the best overall experience.
We also feel that the interplay with the local community as an extension of the resort experience is crucial. Creating a set of amenities that compliments our resorts’ locale and helps fill in the gaps of the destination experience is crucial to satisfying our customer’s needs; be it retail, dining or other activities. The towns near our four-season resorts play a key role in providing much of the overall experience our customers seek while vacationing. Certainly the interplay with Bethel, Newry, the entire Carrabasset Valley and Lincoln will be key to our long-term success at becoming successful four-season destinations.
That is precisely why we have, for example, engaged the premier envisioning firm in the world (www.storydriven.com) to help us in this process beginning this fall at Sunday River. This process includes both Bethel and Newry in the scope of the effort. In fact, town representatives will be included in the discovery sessions to help facilitate the goal of getting the entire community to come together with a common understanding of what can be done to propel Sunday River and its surrounding area to something even more special and popular. More on this process and its positive implications for Sunday River and the area will be forthcoming in the next few weeks and months.
I truly believe that Sunday River’s potential to offer one of the best four-season resort experiences in all of New England is absolutely enormous. The best skiing and golf are just two of the many reasons to come to this special part of Maine. Bethel has the potential to be one of the most important amenities of the resort experience, much the way Harbor Springs is to our Boyne Highlands resort in Michigan and Bozeman is to Big Sky in Montana. I think that real estate activity and values around Sunday River are on the cusp of some significant upswings.
We received a number of questions regarding the storm damage over the summer.
Greg: ga2ski asked, “What improvements to the drainage around the mountain were this summer to help prevent future washouts? Although I think it might be hard to construct any structures that would not sustain damage if another storm like were to occur again. I have not checked, but it sounded close to a 50 or 75 year storm.” Newpylong asked, “I saw the pictures of the washout damage at Sunday River. Is the lift on the far left of White Cap going to be able to be repaired?”
Bob R asked, “What parts of the mountain are planned to be opened first this year? I.e. will the Barker damage force a move towards the North peak and have folks start from South Ridge?”
Stephen Kircher: Regarding the storm damage, all the damage has been or will be fixed shortly with no adverse effect on upcoming winter operations.
This storm was actually a 100-year event, which dropped 6.4 inches of rain in a very isolated area and in a very short period of time. This was the cause of the damage in the Barker Lodge and near the Grand Summit. Rest assured that the repairs have been engineered with oversight of the DEP and done in a way that will withstand another 100-year event. Hopefully, with another cloud burst like this one, those repairs will stand up to the incredible onslaught of water.As for what part of the mountain will open first, fully expect the swagger and competitive DNA of old to be back in full force at Sunday River…I suspect that the Barker Lodge area will be an early focus and that Sunday River’s very experienced team–armed with some new snowmaking firepower–will move swiftly to open the entire mountain. Also, expect Sugarloaf and Loon to be pushing their sister resort, Sunday River, for the crown. The snowmaking arms race will be on again and all 3 resorts of these resorts will be intent on winning that crown every year.
Greg: A few questions regarding Boyne’s marketing strategies.
snoseek asked, “what (if anything) do you plan on doing differently to attract more skiers?”
thaller1 asked, “What is your Marketing angle? Where do you plan your focus and ideas to attract new skiers and maintain the existing base? Will Sunday River and/or Sugarloaf be featured in an upcoming WM film?”
ga2ski asked, “how do you plan to attract skiers and riders who purchase the Silver pass to visit your resorts and your competitions on the five black-out Saturdays between the MLK and President day holidays?”
snowseek asked, “with increasing fuel prices, how do you plan on scoring more folks from the major metro areas that can probably get to New Hampshire or Vermont easier?”
Stephen Kircher: We are focused on improving the product, creating compelling value propositions and developing attractive packages offering a variety of price points. Our season pass offerings such as the New Maine and New England Passes are two examples of our desire to create valuable and competitive products that also allow us to reinvest in the facilities and in turn attract more and more customers throughout the year.
We believe that every marketing program needs to originate locally and or regionally. So don’t expect some grand Boyne USA philosphophy to overlay each resort’s marketing efforts. Skiing is all about local execution. Our company goal is to help guide and provide stable new ideas along the way.
You will see some pretty creative and aggressive promotions this fall originating from the teams at each resort. There are plans to showcase these resorts in new and different ways. We certainly have a great respect for the WM films and would look at hosting them in the future after we have much more to talk about in the coming few years.
We do however, believe that programs like our BoyneRewards loyalty program and cross benefits (sister resorts) for our season passholders help create better value for our customers and allow them access to more for their recreational dollar.
thebigo: Can ‘Maine Pass’ holders expect any reciprocity between Moonlight Basin and Big Sky? The western discounts are a major perk and a deciding point for those of us that live halfway between the Maine resorts and the Vermont resorts.
Stephen Kircher: As was stated earlier, we are very excited to be able to offer a very unique value proposition to our eastern customers. Both the Maine and New England Passes allow access to the one of the largest resort networks in the world. I am not aware of any other season pass offer like ours in the east. With big mountain options such as up to 10 free days of skiing/riding at each, our passes have some great added value for those who want to travel west. Certainly, the reciprocity to Big Sky (www.bigskyresort.com) allows either free or substantially discounted lift tickets to our most prominent western property. If someone wants to upgrade to the Lone Peak ticket, which includes access to Moonlight Basin, they may do so at the ticket sales office for a standard upgrade fee ($27). This allows our Maine and New England Passholders extraordinary access to ski or ride “America’s Biggest Skiing” on more than 5,500 acres.
I have appreciated this opportunity and am looking forward to a long relationship with northeastern skiers and riders. See you on the slopes! SK
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