A trampoline park is part attraction and part real estate play. It earns from walk-in jump time, but the value sits in the repeating revenue: memberships that auto-bill every month and birthday parties and group events booked weeks in advance. The big franchise brands have consolidated much of the category, which gives an independent or franchised park a real pool of buyers. The complications are the large-format lease or building, the insurance and liability exposure that comes with people in the air, and the capital needed to keep attractions fresh. This page explains what your park is worth in 2026, who buys parks, the diligence that decides the price, and how CT Acquisitions introduces you to the right buyers directly.

What Trampoline Parks Are Worth in 2026

A trampoline park is valued on its earnings, and which earnings number a buyer uses depends on size. A single owner-operated park is valued on seller’s discretionary earnings, which adds the owner’s salary, benefits, and personal expenses back to net profit to show what the business earns for one working owner. A park that runs on a general manager and clears roughly $1M of normalized earnings shifts to an EBITDA multiple, and a multi-park group or a park inside a recognized franchise brand sits at the top because a strategic buyer can fold it into an existing network.

The economics of a park are defined by three revenue streams that behave very differently. Walk-in admission is the visible one, but it is the least predictable, swinging with weather, school calendars, and the seasons. Memberships are the prize, because an auto-billed monthly jump pass turns a one-time visitor into recurring cash flow a buyer can model and finance against. Parties and group events are the third leg and often the most profitable, since a booked birthday package or corporate or school group event carries food, socks, and add-on spend at strong margins. A park that has built memberships and a busy events calendar earns a higher multiple than one living on walk-in traffic alone.

Margins are shaped by two costs that dominate the model: occupancy and labor. The space is large and purpose-built, so rent or mortgage is a heavy fixed cost whether the park is full or empty. Labor is variable but constant, since safety requires court monitors on the floor during all operating hours. After occupancy and payroll, owner earnings at a healthy park commonly land in the high teens to high twenties as a percentage of revenue, with the best operators sitting higher on the strength of membership and party mix. Working capital is light, with little inventory beyond grip socks, concessions, and retail, though deferred revenue from prepaid memberships and party deposits is a balance-sheet item a buyer will deduct.

The factors that move a trampoline park’s multiple up or down:

• Recurring revenue mix, the share of revenue from auto-billed memberships and booked parties rather than walk-in admission alone
• Attraction age and capital condition, whether the trampoline beds, foam pits, and add-on attractions are current or facing a refresh
• Brand and franchise fit, whether the park runs under a strong national banner with transferable systems and an obvious buyer pool
• Real estate, whether the building is owned, leased on a long assignable term, or carries a short or above-market lease
• Insurance and safety record, the loss history, waiver process, and maintenance discipline that determine a buyer’s cost of risk
• Owner dependency, whether the park runs on a manager and systems or on the owner personally

Why Franchise Brands and Operators Are Buying Trampoline Parks

Indoor adventure parks fit the out-of-home entertainment thesis that buyers have favored across bowling, family entertainment centers, and attractions generally. The category is large, the demand for kids and family experiences is durable, and a strong national operator gains real advantages in marketing, vendor pricing, attraction development, and membership systems that an independent cannot match. Much of the industry has already organized around a handful of franchise brands, which is what creates a deep buyer pool for an owner ready to sell.

The clearest buyers are the national brands and the multi-unit franchisees built around them. Urban Air Adventure Park has grown into one of the largest indoor adventure park franchises in the country and operates as the consolidating force in the category, expanding through franchising and acquisition under its broader family-entertainment ownership. Sky Zone, one of the original trampoline park brands, operates a large national franchise network and has been the subject of brand consolidation in the indoor attractions space. Altitude Trampoline Park is another established national franchise with parks across many states. A park that fits one of these brands, or already operates under it, has a natural strategic home and a buyer that can integrate it quickly.

The buyer pool for trampoline parks falls into a few distinct types:

• National franchise brands and their multi-unit franchisees, including the groups built around Sky Zone, Urban Air Adventure Park, and Altitude Trampoline Park, who acquire or absorb parks to add units to a network
• Independent adventure-park operators building a regional group of parks to spread marketing and management overhead across multiple locations
• Family entertainment center companies adding a trampoline or adventure format to a wider mix of attractions, arcade, and food and beverage
• Real estate and net-lease investors that buy the large-format building in a sale-leaseback when the owner also owns the property
• Individual operators and search funds acquiring a single profitable park as an owner-operated business

Competition among these buyer types is what gives a seller leverage. A park that appeals to a national brand for its location, to a regional operator for its cash flow, and whose building interests a net-lease investor can be run as a genuine process rather than a single negotiation.

What these buyers pay a premium for:

• A large, growing base of auto-billed memberships that produce predictable monthly revenue
• A busy party and group-events calendar with strong food and add-on attach
• Current attractions that need little immediate capital and a layout that supports add-on revenue
• A location and trade area with the family population to support repeat visits
• A clean insurance and safety record with disciplined waivers and maintenance logs
• Owned real estate or a long, assignable lease, and a manager structure that runs the park without the owner

What Trampoline Park Buyers Actually Care About in Diligence

Trampoline park diligence centers on the durability of the earnings, the condition and cost of the physical asset, and the liability that comes with the activity. A buyer is confirming that the revenue will still be there after closing, that the attractions and building are not hiding a large capital bill, and that the safety and insurance picture is clean.

The specific items diligence digs into:

• Revenue mix and membership data: the split between walk-in admission, memberships, and parties, the active membership count, the cancellation and churn rate, and the trend over the last few years
• Add-backs and normalized earnings: owner compensation, personal expenses, and one-time items removed to arrive at the true EBITDA, and for franchised parks the royalty and marketing fees that stay in the buyer’s cost base
• Attraction and equipment condition: the age of trampoline beds, springs, pads, foam pits, and add-on attractions, the inspection and replacement schedule, and any deferred capital
• Insurance, waivers, and loss history: coverage limits, claims and lawsuit history, the waiver and risk-management process, court rules and monitor staffing, which together set the buyer’s cost of risk and its own insurability
• Real estate and lease: ownership versus lease, remaining term, rent relative to revenue, renewal options, and assignability of a purpose-built large-format space
• Franchise agreement: for branded parks, the franchisor’s transfer approval, the remaining term and renewal, territory rights, and any required remodel or upgrade obligations
• Labor and staffing: the management structure, court-monitor staffing model, turnover, and whether the park runs without the owner

The takeaway for an owner is that the more your revenue is locked into memberships and booked events, the cleaner your safety and insurance record, and the more current your attractions, the faster diligence moves and the less likely a buyer is to renegotiate after finding a soft membership trend or a looming attraction refresh.

Red Flags That Tank Trampoline Park Valuations

These are the issues that turn a busy-looking park into a discounted or dead deal:

• Walk-in dependence. A park that lives on one-off admission with little membership or party revenue has earnings that reset every weekend and swing with weather and the school calendar, which caps the multiple.
• Aging attractions and deferred capital. Worn trampoline beds, tired foam pits, and dated add-on attractions that the buyer will have to replace get priced straight out of the deal, since the refresh is expensive and disruptive.
• A weak insurance or safety record. A history of significant injury claims or lawsuits, thin coverage, poor waivers, or gaps in inspection and maintenance logs raises the buyer’s cost of risk and can stall or kill a deal.
• A short or above-market lease. The space is large and purpose-built, so a short remaining term, a rent high relative to revenue, or a landlord who will not assign or renew the lease creates a long obligation a buyer cannot rely on.
• Owner dependency. If the owner personally runs the floor, books the parties, and holds the relationships, buyers treat the park as a job rather than a transferable asset.
• Franchise transfer or upgrade obstacles. A franchisor that will not approve the transfer, a short remaining franchise term, or a required and costly remodel can complicate a branded park’s sale.
• Messy financials. Books that do not separate membership, party, and walk-in revenue, or add-backs that cannot be documented, reduce the earnings a buyer will credit.

What Separates a 3x Trampoline Park From a 7x Trampoline Park

Two parks with similar revenue can sell at very different multiples, and the gap comes down to how repeating the revenue is, how current the asset is, and how cleanly the business transfers. A bottom-quartile park is a single location, heavy on walk-in admission, dependent on the owner, with aging attractions, a short lease, and a thin safety file. It makes money in the busy months, but the profit is volatile and tied to the owner.

A park that earns a top-of-range multiple looks different in specific ways:

• Recurring revenue carries the model. A large, growing base of auto-billed memberships and a busy party and events calendar produce cash flow a buyer can model and finance.
• Current, well-maintained attractions. Trampoline beds, foam pits, and add-on attractions in good condition on a documented inspection schedule, with no looming refresh.
• A clean safety and insurance record. Disciplined waivers, monitor staffing, maintenance logs, and a low loss history that supports the buyer’s own insurability.
• Quality real estate. An owned building or a long, assignable lease at fair rent in a strong family trade area.
• Brand and systems fit. Operating under a strong national banner, or running on systems clean enough to convert, with an obvious buyer pool.
• A manager structure and clean books. The park runs on a general manager and documented systems, with financials that split the revenue streams and survive diligence.

Most of these are within an owner’s control in the 12 to 24 months before a sale. Growing the membership base, keeping attractions current, tightening the safety file, and building a manager structure that runs the park without the owner are the moves that most reliably push a park toward the top of its range.

How CT Acquisitions Works

CT Acquisitions connects owner-operated trampoline and adventure parks directly with qualified buyers. No public listing, no upfront fees, no tire-kickers. Here is the process.

1. Confidential Consultation. We learn about your park, your membership and party mix, your attractions and their condition, your lease or real estate, your franchise status, your safety record, and your goals and timeline. Nothing is shared externally without your explicit approval.
2. Valuation and Positioning. We help you understand where your park sits in the current market and how to position it, including how to frame your recurring revenue, your real estate, and your safety record for the strongest outcome.
3. Targeted Introductions. We introduce you directly to national franchise brands, multi-unit franchisees, regional adventure-park operators, family entertainment center groups, net-lease investors, and individual buyers from our network whose brand fit, footprint, and size preference match your park.
4. Deal Support Through Closing. We stay involved through LOI review, due diligence, and closing, including the real estate, lease, franchise-transfer, and insurance questions specific to adventure-park deals.

CT Acquisitions operates on a success-fee-only basis. If a deal does not close, you pay nothing. Buyers pay us, not you, which keeps our interests aligned with yours from day one.

Most owners we work with have built their park over years and have never sold one before. The membership math, the real estate decision, the franchise transfer, and the insurance and liability questions make these deals more involved than they look. CT Acquisitions handles the heavy lifting. We prepare a confidential summary that highlights your strengths without revealing your identity, and buyers only learn who you are after signing an NDA and proving they are a serious fit.

Why Founders Choose CT Acquisitions

• No upfront fees. Success-fee-only. Zero retainers, zero listing fees, zero monthly charges. If a deal does not close, you owe nothing.
• Complete confidentiality. Your park is never publicly listed. Employees, members, and competitors stay unaware until you decide otherwise.
• The right buyers. Our network reaches the franchise brands, multi-unit franchisees, and serious entertainment operators who understand membership economics and adventure-park real estate rather than generalists who need it explained.
• Industry-specific expertise. We understand trampoline park valuation, the membership-versus-walk-in split, attraction capital cycles, the large-format real estate, the franchise transfer, and the insurance and liability picture.
• Founder-first approach. We work on your timeline. You control every step, with no pressure to accept an offer that does not meet your goals.

“Most park owners price their business on a busy Saturday. The buyers who pay the most are looking at the membership base, the events calendar, the condition of the attractions, and the building. The right introduction puts those buyers in competition for all of it.”

— Christoph, Managing Partner, CT Acquisitions

Frequently Asked Questions