Susanne Mørch Koch (Copenhagen, 1998–98, 99–01), the visionary CEO of Copenhagen's famed Tivoli Gardens, is revolutionizing the park with a blend of tradition and innovation. From hosting Michelin-starred pop-ups at the park's Japanese Pagoda to launching Tivoli Festivals, she's enhancing the visitor experience and attracting a diverse audience. With a new immersive universe set to open in 2026, Susanne is ensuring that Tivoli—at 182 years old—remains a state-of-the-art destination for both locals and international visitors.
Here, she discusses with us the importance of engaging with the young people in the park's workforce, the challenges of leading it through COVID, and her favorite spot at Tivoli.
What was most exciting to you when you decided to take the role of CEO at Tivoli Gardens? Was it intimidating to take the reins of such an important piece of Danish heritage? And how did your time at McKinsey prepare you for the unique challenge?
Being part of a history older than the Danish Constitution, I cannot help being humble every morning when I step into my office or just walk through our old Gardens in the very center of Copenhagen. But taking over never intimidated me. I felt ready to take on the position.
I'm privileged that I've worked in different sectors and companies. A background in consultancy is very valuable in enabling me to transfer problem-solving skills. Along with my genuine curiosity, this has brought me a long way.
It also provided me with the tools to unluck the potential of an amazing team: the workforce at Tivoli is extremely talented and characterized by creativity galore! My overall task is to release the force and the potential of each and every one, and to make sure that we are going in the same direction, working toward the same goals.
Can you describe a typical day in your role? How do you ensure that you stay connected with the day-to-day operations and the needs of your employees?
I'm an early starter, so I wake up very early and start preparing the day – some days include a cold plunge and walking the dog.
I prioritize maintaining my international network and outlook, which is crucial in developing a landmark amusement park like Tivoli. I have a busy travel schedule so that I can share experiences and perspectives with peers.
When I am in Copenhagen, I make it a priority to walk through the Gardens, speaking directly with frontline colleagues. Language and dialogue aren't just communication tools – they're bridges across generations and perspectives. I have a strong leadership team, making important and sometimes difficult decisions as a strong unit.
How do you foster a sense of community among the young employees at Tivoli, and what impact has this had on the park's overall culture and guest experience?
I am curious and take huge inspiration in conversations with the younger generations: Are we relevant? Do we deliver on all parameters? Youth here are not cynical when it comes to agendas that we label as ESG, for example. To the new generations, it's an obvious way of leading, living and delivering in the corporate world. In that way they show great responsibility.
My concern is for a generation growing into adulthood in turmoil, with multiple simultaneous crises affecting them in many ways. Our job is to assure them and support them. At Tivoli we take pride and responsibility in our goal, which is being the preferred first place to work.
Curiosity works best when it works both ways—generations learning from each other. I am not concerned with age; my interest lies in what people bring to the table.
We offer flexibility to young people, and they show responsibility. We have, for example, students working only one day a week during busy times of school exams. That way, they stay on and are able to deliver further when school's over. To deepen engagement, we are now establishing a Youth Panel giving Gen Z a direct voice in strategic discussions, fostering loyalty through shared purpose and community.
You started the role just at the beginning of COVID. How discouraged were you and how did you continue to stay inspired throughout lockdown?
I've had the privilege of heading companies undergoing significant changes; consumer behavior, market conditions, political priorities, new norms and values in society, and even exogenous shock, such as when COVID hit. Leading Tivoli through the troubling times of the pandemic was a huge task and obviously it required a strong leadership team, which I was very grateful to have. Crisis management is a transferable discipline, but I'll admit: COVID required us to be laying the path while walking on it.
We cut back on everything but core business, an approach we maintained afterwards, and we managed to vault Tivoli into a new era of further development. Looking back, I've presented both the worst annual result in Tivoli's history, and the best.
In 2024, Tivoli achieved record revenue of DKK 1.32 billion (approximately €176 million) a 9% growth year-on-year. The year's profit before tax ended at 155.4 million DKK, which is the highest result in Tivoli's nearly 182-year history. We also welcomed 4.25 million visitors in 2024 representing a 5% growth year-on-year.
As you've said, Tivoli Gardens has a rich history. It has inspired figures including Hans Christian Andersen and Walt Disney. How do you balance preserving this heritage with the need for modernization and innovation?
Indeed, it's a relevant question asking how legacy brands stay relevant in a world obsessed with the new. Many traditional businesses struggle to balance heritage with innovation. For us the answer lies down a different path. By treating history as a launchpad, not a limitation, we've built a model where heritage fuels creativity, financial resilience, and sustainability; When investing in a new area in Tivoli, as we are now, we built on tradition, heritage and authenticity while at the same time bringing Tivoli into a whole new era of amusement and experiences. We built for the future.
Our legacy is carefully earned through 182 years of providing guests with magical moments across generations, gender and class. These moments are memories carried close to the heart. That is our foundation.
Tivoli Gardens, steeped in Danish tradition, is now catering for the modern citizens of the world, providing sensory delight while reflecting our commitment to responsible innovation, Tivoli's stages pulse with a carefully curated blend of modern music, festivals and classical performances. The gastro scene has proven worth travelling for. The rides appeal to both the young and the old, and the magic still lives on.
Can you share a specific project or initiative during your tenure that you are particularly proud of, and what impact has it had on the park and its visitors?
I'm very proud of our investment in the gastro scene, which attracts visitors from across the world to our 'Japanese Pagoda,' where different Michelin-starred restaurants do pop-ups. We also do Tivoli Festivals, one for food and one for flowers. And I am looking very much forward to bringing Tivoli into the future with the immersive universe we're creating right now, which will open in 2026.
It is said that all Danes have a personal relationship with Tivoli Gardens. What was your favorite part of Tivoli Gardens as a child, and what is your favorite part now?
As a child, I loved 'Galajen'. Now, my favorite spot is the Main Entrance, which reveals the very first glimpse of magic. This is also why we are very ambitious with our seasonal design and decoration of the Main Entrance. It's magical even before you enter and it's the Tivoli window toward the world.
One more thing is our roller coaster, which is one of the oldest wooden roller coasters in the world! Sometimes I have the opportunity to bring guests for a ride, and it's a thrill—whether it's the former queen of Denmark or a child in "Tivoli-mood!"
Looking ahead, what are your long-term goals for Tivoli Gardens, and how do you envision the park evolving in the next decade?
As CEO, I am acutely aware that standing still means falling behind. Every decision—such as investing ambitiously in immersive entertainment—reflects a vision of what a truly state-of-the-art amusement park must be in 2025 and beyond. Tivoli's success shows that legacy businesses don't have to choose between history and innovation—they thrive by embracing both.
I want to make sure that Tivoli stays relevant, while holding on to our strong legacy. It's important to me to realize the full potential of being truly 'one of a kind,' and to continue to make the Danish people proud.
