Mt. Holiday names new operations director, outlines multimillion-dollar renewal plan
Mt. Holiday has hired Chris Remy as director of operations to join food-and-beverage director Seanan Culloty in assuming the responsibilities of former executive director Jim Pearson, and the nonprofit has announced immediate facility fixes plus a 5–10 year capital plan. The moves aim to reopen more night skiing, improve basic amenities before the season, and pursue several multi‑million‑dollar projects while keeping programming affordable and focused on learn-to-ski and at‑risk youth.
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Mt. Holiday officials announced a leadership shift and a staged capital agenda intended to stabilize operations ahead of the winter season and chart a multi‑year refresh of the county-owned ski area. Chris Remy, the new director of operations, will work alongside Seanan Culloty, the food‑and‑beverage director, to take over duties left by former executive director Jim Pearson. The announcement, published in a Q&A on Nov. 8, 2025, lays out both short‑term fixes to be completed before the ski season and a longer timeline of investments.
On the immediate list are straightforward but impactful improvements: remodeling overdue downstairs bathrooms and installing LED lighting on the west side of the hill. The LED project is explicitly intended to reopen more night terrain once the yellow chairlift returns to service, a change that could extend daily operating hours and broaden recreational options for residents who work daytime hours. Those near-term investments are being prioritized to enhance guest experience and facility reliability ahead of peak winter use.
Looking beyond this winter, Mt. Holiday is planning several multi‑million‑dollar capital projects over a five‑ to ten‑year horizon. Planned upgrades include refreshing lifts, expanding and regrading terrain, improving snowmaking systems, and eventually renovating the lodge. The nonprofit expects that work to require multiple fundraising campaigns rather than a single capital drive. That phased approach reflects both the scale of physical upgrades and the financial constraints typical of community‑owned recreational assets.
For Grand Traverse County, the plans carry implications for local tourism, jobs, and municipal finances. Upgraded lifts and snowmaking can stabilize the hill’s winter operating season in a region where weather variability has made reliable snow cover uncertain in recent years. Extended night skiing can increase weekday visitation and lift evening spending in adjacent businesses, while lodge improvements may raise lodging and food‑service revenues. However, the need for repeated capital campaigns signals ongoing fundraising demands and potential calls on philanthropic, grant, or public sources.
Programming will lean more heavily into learn‑to‑ski and learn‑to‑ride offerings, along with expanded opportunities for at‑risk youth. That emphasis aligns with the nonprofit’s mission to keep Mt. Holiday community‑focused and affordable, seeking to preserve access even as physical infrastructure is modernized. For local families and youth programs, increased beginner programming could lower barriers to winter sports and support workforce development for instructors and seasonal staff.
As the hill prepares for the coming season, the combination of immediate repairs and an articulated long‑term plan gives community stakeholders a clearer picture of priorities and timelines. The success of the multi‑year agenda will depend on fundraising outcomes, municipal cooperation, and the hill’s ability to translate capital improvements into steady increases in visitation and program participation.
