Trampoline Park Revenue Mix: Booked Before the Doors Open

In July 2026, a five-park operator hosted 380 paid birthday parties and group events. In August it hosted 470. Party count rose about 24% in a single month.

Party revenue did not keep pace. It rose about 13%, from $199,202 to roughly $225,535. Divide one by the other and the average ticket per hosted party fell from $524 to $480.

Those two numbers, published by Lelantos Holdings (OTCID: LNTO) for its Airtopia Adventure Parks portfolio, sit inside a larger question that every park investor eventually has to answer: how much of a trampoline park’s monthly revenue is contracted before a single walk-in guest buys a ticket?

Memberships and parties are the two categories that behave this way. A membership renews whether or not the family visits this month. A party is booked, scheduled and often paid a deposit weeks ahead. General admission, arcade play and café sales are not booked at all; they live or die on foot traffic.

This article works through the only public monthly series in the industry that discloses these categories park by park and month by month: Airtopia’s July and August 2026 releases, plus its first-month report for the McAlester, Oklahoma location. Every share and per-unit figure below is derived from those published numbers, with the arithmetic shown.

---

1. Two Months and One First Month: The Published Record

Lelantos released preliminary, unaudited monthly operating figures for its five Airtopia parks on September 4 and September 15, 2026, covering July and August. An earlier release on August 13 covered the McAlester location’s first full month, July 2026. Table 1 reproduces the published figures without adjustment.

Three features of this record matter before any calculation. First, the figures are management’s own internal reports, unaudited and explicitly preliminary. Second, the August total is rounded to the nearest hundred thousand, which caps how precisely August shares can be stated. Third, the operator itself warns against adding the category lines together, for a reason we will come back to in Section 3.

Where this record comes from: Lelantos Holdings press releases dated August 13, September 4 and September 15, 2026. It is, to our knowledge, the only recurring public monthly disclosure of category-level revenue by a trampoline park or family entertainment center operator in North America. That makes it valuable and also means one operator’s five small-market parks are carrying the weight of an industry-wide question.

---

2. Converting the Releases Into Shares and Per-Unit Figures

Raw totals answer “how much”. A park investor planning a build needs “what share” and “per what unit”. Both come from division, and both are worth writing out because the denominators differ.

Share of total revenue = category revenue ÷ total revenue
Per-party average = party revenue ÷ parties hosted
Membership revenue per active member = membership revenue ÷ month-end active members

For example, the July party share is $199,202 ÷ $1,255,964 = 15.9%. The August party share is $225,535 ÷ ~$1,130,000 = about 20.0%, with the caveat that the denominator is a rounded figure. Table 2 collects the results. Every row is derived from Table 1, not published by the operator.

*The August member count is not stated. The ≈$14.66 figure assumes the base grew from 10,131 by the 443 reported additions with zero cancellations. If any members cancelled, the true per-member figure is higher. We flag the assumption rather than hide it.

Read vertically, Table 2 already says something useful. Between July and August, the party share climbed from 15.9% to about 20.0% and the membership share from 12.8% to about 13.7%, while the food and beverage share could not even be computed because August’s F&B number went unpublished. The named categories that are contracted ahead of time moved up the mix in a month when total revenue slipped roughly 10%.

---

3. What the Data Does and Does Not Show

This section is the one that keeps the rest of the article honest. The releases are generous by industry standards, but they have edges, and the edges cut in specific directions.

What it shows Two consecutive months of category-level revenue for five operating parks, plus one park’s first month. That is enough to compute shares, per-unit averages and month-over-month direction for one platform in small Oklahoma, California and Texas markets.

What it does not show Seasonality. Two data points cannot separate a seasonal dip from a trend. Total revenue moved from $1,255,964 to about $1,130,000 between July and August, roughly minus 10%. August contains back-to-school weeks across the United States, so a decline is unsurprising, but the published record has no prior-year August to compare against. Anyone who reads a two-month series as a seasonal curve is reading noise.

The summing problem Both releases carry this note: category figures represent components of broader reported revenue and should not be added to total revenue as separate incremental revenue unless the company states otherwise. In practice this means, for instance, that a birthday party’s pizza may sit inside the party line or inside the food line, and the releases do not say which. We therefore report each category’s share of total separately and we do not add the party share to the membership share. If the two categories were purely additive, they would approach a third of August revenue; whether they are purely additive is exactly what the caveat declines to confirm.

What is missing August’s food and beverage figure, the August month-end member count, and both months’ check-in counts at portfolio level. Per-visit spending cannot be computed for the five-park portfolio because the denominator was never published. The McAlester release does publish check-ins, which is why the first-month column in our earlier coverage could compute spend per visit and the portfolio columns here cannot.

Selection effect Five parks, four of them in markets measured in the tens of thousands of residents, plus Hemet, California. A rural Oklahoma park and a Los Angeles-area exurb park do not bracket the industry. The shares here are a floor-setting exercise in one platform’s bookkeeping, not a benchmark for a park in a top-20 metro.

Status of the numbers Preliminary, unaudited, and drawn from management’s internal operating reports. The company states they remain subject to final accounting review. Figures that change after reconciliation would move every derived number in Table 2.

---

4. Booked Revenue Grows With Operating Age

The most useful comparison in the dataset is not July versus August. It is a park’s first month against the portfolio’s twelfth.

In its first full month, McAlester generated $13,371.80 of party revenue and $10,655.24 of membership revenue on $243,079.27 total. That is a party share of 5.5% and a membership share of 4.4% (we computed the same 5.5% party share when this release first came out; see our earlier breakdown of first-month party economics). By August 2026, the five-park portfolio, whose oldest locations had been operating for about a year, showed individual shares of roughly 20.0% and 13.7%.

The mechanism is not mysterious, and both halves of it are visible in the raw numbers.

Memberships accumulate McAlester ended its first month with 569 active memberships. A park that adds 218 to 443 members a month reaches a four-figure base within a year, and monthly membership revenue scales with the base. The portfolio crossed 10,131 active members by the end of July. Recurring revenue is slow to start and compounding thereafter, which is the opposite shape from general admission, which is large in week one and flat thereafter.

Party pipelines fill Note the asymmetry in the McAlester release: 65 parties booked, 37 hosted. Twenty-eight parties were already scheduled for future months before the park finished its first month of operation. Booked-but-not-yet-hosted parties are revenue that has been sold but not delivered, and the gap between booked and hosted is a leading indicator most operators track internally but almost never publish.

The industry context supports the direction. Sky Zone sells month-to-month Basic and Extra Play memberships with cancellation on notice, restricted to the home park. Urban Air markets an Unlimited Play Membership at what it claims is about half the price of a one-day ticket, with six- and twelve-month options. Oxygen Activeplay in the UK runs a £17.95-a-month toddler membership with no minimum term. Recurring membership is no longer an experiment in this industry; the open question for a new park is how fast the base compounds, and Airtopia’s record offers one of the few public answers.

---

5. The Per-Party Problem: More Parties, Smaller Tickets

Party volume rose 23.7% from July to August, from 380 to 470 hosted. Party revenue rose 13.2%. The gap between those two growth rates is the per-party average, and it fell about 8.5%, from $524.21 to roughly $479.86.

The releases do not explain the decline, and we will not pretend to know the cause. Three mechanisms could produce it, and they have different implications for a park operator:

• Mix shift toward smaller or weekday groups. School-year Augusts move party demand toward weekends, and weekend slots saturate first, pushing marginal bookings into weekday slots that typically price lower.
• Promotional pricing to fill the calendar. Operators entering the slower season often discount party packages to keep rooms busy. The revenue shows up; the average falls.
• Add-on leakage. If catering or extras attached to a party get recorded in the food and beverage line instead of the party line, party revenue per event understates what each party actually brought through the door. The operator’s summing caveat makes this a live possibility rather than a paranoid one.

For capacity planning, the distinction matters more than the cause. Party room throughput is a fixed inventory: a park with four party rooms and two-hour slots sells a bounded number of parties per month no matter what demand does. Once that inventory fills, growth in party revenue can only come from price, not volume. A park that grows volume 24% while letting the average fall 8.5% is selling its scarcest inventory cheaper. Whether that is a deliberate off-peak strategy or drift is the question the monthly average forces you to ask, and it is answerable only from the operator’s own ledger.

It is also worth noting what the August figure does not include. Per-party revenue here is party-line revenue divided by hosted parties. If a party of fifteen buys arcade cards and drinks beyond the package, that spending lands in other categories. The true gross value of a hosted party is higher than $480; how much higher is not computable from these releases.

---

6. Membership: More Members, Less Revenue Each

The membership line moved in the opposite direction from parties, and more quietly. Revenue fell from $160,361 to about $154,987, a decline of roughly 3.4%, while the reported member base grew by 443. New additions also fell from 800 to 443, a drop of about 45%.

Two readings fit these numbers, and the releases cannot separate them.

The benign reading: membership revenue per active member dipped from $15.83 to about $14.66 because tier mix shifted, because new members joined mid-month and generated only partial-month revenue, or because promotional pricing ran during August. On this reading nothing is wrong; the base is still growing and per-member revenue will recover as partial months complete.

The less benign reading: cancellations rose or downgrades outpaced upgrades, and the company’s month-end count, which it did not publish for August, would show it. Our zero-churn assumption in Table 2 is exactly that, an assumption. A churn rate of even 3% a month on a 10,000-member base removes 300 members, which would push the true August per-member figure well above our estimate while leaving the revenue decline unchanged.

For an investor, the actionable number is not the portfolio’s $15.83 or $14.66. It is the structure underneath: McAlester’s first-month members generated $18.73 each in their first month, against a portfolio average of $15.83, which suggests founding members skew enthusiastic. The durable planning assumption is the smaller number, because founding-member enthusiasm decays and the base normalizes toward whoever renews, not whoever signs up. Pricing a membership program at $18 a head because month one printed $18.73 is how a recurring-revenue model turns into a churn treadmill.

---

7. Decision Rules for a 2027 Build

Analysis earns its keep only when it changes a spreadsheet. These are the rules we would take from this dataset, stated as rules rather than predictions, because a two-month series from one operator supports rules and nothing stronger.

Rule 1: Model membership revenue as accumulation, not as a day-one line. Month one printed 4.4% of revenue; the year-old portfolio prints about 13.7%. A pro forma that assumes mature membership share in month six is borrowing revenue that the base has not built yet. The useful formula for planning is: monthly membership revenue ≈ active members × average revenue per member per month, where active members start near zero and grow by monthly additions net of churn.

Rule 2: Budget the party calendar as booked inventory. Party rooms are finite slots. Plan revenue as slots × expected booking rate × average ticket, and track booked-not-yet-hosted parties from the first week. McAlester had 28 of them before its first month closed; they are the earliest honest signal a new park gets.

Rule 3: Watch the average, not just the count. A 24% volume gain that arrives with an 8.5% average decline nets out to 13% revenue growth. If your party calendar fills by discounting, know whether that is a chosen off-peak strategy, and price the weekend inventory accordingly before it discounts itself.

Rule 4: Build your ledger so categories are exclusive. Airtopia’s caveat exists because real point-of-sale systems assign a party’s food to one of two lines and the choice is invisible in the totals. Decide at setup whether catering inside a party package sits in party revenue or F&B revenue, then never move it. Your party share and your food share will both be more meaningful than the operator’s are, because they will be additive by construction.

Rule 5: Stress the cash plan against a month 10% below your peak. Whatever the cause of the July-to-August dip, a model that only clears its fixed costs in the best published month is a model with one month of margin. Our earlier piece on break-even attendance gives the framework for computing that floor; this dataset suggests running it twice, once at peak-month revenue and once about 10% lower.

None of these rules requires believing the operator’s numbers are perfect. They are preliminary and unaudited, and we have said so twice. The rules survive reconciliation because they depend on structure (accumulating bases, finite slot inventory, exclusive ledger lines) rather than on any single figure being exact.

---

8. Summary

The published record from Airtopia’s five parks covers two months and one first month, and it supports three statements that hold even with every caveat applied.

First, the share of revenue contracted ahead of foot traffic rises with operating age: individually, party and membership lines moved from 5.5% and 4.4% of a first-month park’s revenue to about 20.0% and 13.7% of a year-old portfolio’s. Second, volume growth and revenue growth are different achievements; the portfolio’s August added parties faster than party dollars. Third, recurring models decay as well as compound, and the August membership line shows it in miniature.

For the operator deciding what to build and how to price it, the implication is less about copying any share and more about instrumenting the same three numbers from day one: active members, hosted parties, and booked-not-yet-hosted parties, each tracked against its own monthly average. The park that measures booked revenue from week one knows in month two whether its recurring engine is turning over. The park that measures only total revenue finds out in month eight, when the lease has already been signed for a year.

If you are planning a build and want the zone layout, party room count and membership infrastructure sized to your market from the start, our team designs equipment packages around the revenue model rather than the other way round. See how the design-to-delivery process works, or read how prepaid pass structures changed pricing across four markets before setting your own tiers.

Get a free design and quote →

---

FAQ

What percentage of trampoline park revenue comes from birthday parties?

At the only North American operator publishing monthly category data, the party line was 15.9% of total revenue in July 2026 and about 20.0% in August (derived from published totals). A park in its first full month measured 5.5%. The party share therefore depends heavily on operating age, and a new park should model it far below a mature park’s share.

How much revenue does a trampoline park membership program generate?

The five-park portfolio generated $160,361 in July and about $154,987 in August 2026, equal to 12.8% and about 13.7% of total revenue. Per active member, that is $15.83 and roughly $14.66 per month. The August per-member figure assumes zero cancellations because the month-end member count was not published.

How many parties does a trampoline park host per month?

The five-park portfolio hosted 380 parties in July and 470 in August 2026, an average of roughly 76 to 94 hosted parties per park per month. The McAlester park, in its first month, hosted 37 while 65 were already booked. Per-park volume varies with party room count and market size, neither of which the releases disclose.

Should a new trampoline park launch memberships at opening?

McAlester added 218 memberships in its first full month, worth 4.4% of that month’s revenue. Launching at opening clearly works; the planning error is assuming the mature share (about 13.7% at portfolio level) applies early. Model membership revenue as a growing base times a per-member average, and let the share rise as the base compounds.

Why did revenue per party fall while party volume rose?

The operator did not publish a cause. Plausible mechanisms include a shift toward lower-priced weekday slots as school resumed, promotional pricing to fill the calendar, or party catering being recorded in the food line instead of the party line. Operators should track their own average ticket per hosted party monthly and treat a falling average alongside rising volume as a pricing question, not a success metric.

---

Sources

1. Lelantos Holdings Inc., “Lelantos Holdings Reports $1.13 Million in August Revenue as Party Bookings Climb 24% Month-Over-Month Across Five Airtopia Parks”, press release, September 15, 2026 — lelantosholdings.io
2. Lelantos Holdings Inc., “Lelantos Holdings Reports $1.26 Million in July Revenue Across Five Airtopia Parks”, press release, September 4, 2026 — lelantosholdings.io
3. Lelantos Holdings Inc., “Lelantos Holdings Reports $243,079 in Unaudited Revenue for McAlester’s First Full Month of Operations”, press release, August 13, 2026 — lelantosholdings.io
4. Lelantos Holdings Inc., “Airtopia McAlester Posts Strong First 30 Days: $233,837 in Cash Collected, 99.6% Membership Retention”, press release, July 24, 2026 — lelantosholdings.io
5. Sky Zone, “Trampoline Park Membership” (Basic and Extra Play tiers, month-to-month terms), accessed November 2026 — skyzone.com/memberships
6. Urban Air Adventure Park, “Unlimited Play Membership” (6- and 12-month options), accessed November 2026 — urbanair.com
7. Oxygen Activeplay, “Membership” (Toddler Membership at £17.95 per month, no minimum term), accessed November 2026 — oxygenactiveplay.co.uk