Darren Janesky, born in Milford, Connecticut and now based in Blacksburg, South Carolina, is the founder and owner of Big Round Wheel Amusements. He has dedicated his career to creating safe, memorable amusement experiences for high-profile clients, public events, and underprivileged communities. With a sharp focus on operational safety, portable ride solutions, and customized marketing experiences, Darren has earned recognition both in the United States and abroad. Beyond his professional pursuits, Darren has served on the Blacksburg Town Council since 2011 and remains deeply involved in community service initiatives. Passionate about international business expansion, particularly in the Middle East, Darren continues to bring the classic American carnival experience to new global audiences—all while staying true to his core values of safety, trust, and community impact.
What first drew you to the amusement industry, and why have you stayed committed to it for so long?
I’ve always loved things that move—machines, engineering, systems that seem simple on the surface but are complex underneath. When I was younger, I was drawn to how carnivals operated, not just for the rides, but for the precision it took to build them safely and make them portable. Over time, I realized the business wasn’t just about the machines; it was about people. About the connections you make when you give someone a moment of real joy. That part never gets old. I stay committed because it feels honest. It’s physical, it’s technical, and it’s emotional all at once. There aren’t a lot of industries where you get that mix.
How do you approach safety differently than others in your industry?
A lot of companies meet the minimum safety standards. I’m not interested in the minimum. I write our own detailed safety policies, not just because the law requires it, but because it’s the right thing to do. We double- and triple-check everything. I believe in sharing that process openly with clients and the public through videos and demonstrations. My view is simple: if you’re proud of your process, you shouldn’t hide it. Trust comes from transparency. And in this business, trust is everything.
What does success mean to you now compared to when you first started?
When I first started, success meant survival. Keeping the trucks moving, keeping the rides operational, getting booked again the next year. Now, success means being able to choose the projects that match our values. It means working with clients who care about quality and experience, not just cost. It also means having the ability to say no to work that doesn’t feel right or that compromises safety or integrity. I measure success now by the impact we have—on the guests who ride, the clients we partner with, and the communities we touch.
What has been the most challenging part about expanding into international markets?
Understanding how different regions view amusement experiences. In the U.S., people know what a Ferris wheel or bumper car means. It’s part of the culture. In places like the Middle East, the demand is there, but it’s newer, and the expectations are different. You have to explain the value—not just the ride itself, but the feeling it creates, the nostalgia it taps into. It’s also been about logistics: understanding shipping, customs, local regulations, and adapting our services to fit environments we weren’t originally built for. It’s complicated, but it’s a good challenge. It forces us to evolve without losing our identity.
Philanthropy in Motion: Turning Carnivals into Vehicles for Social Good
How do you balance tradition with innovation when running your business?
I respect tradition because it’s built on what works. But you can’t be so stuck in tradition that you miss new opportunities. We use traditional-looking rides—ones that trigger that classic carnival feeling—but we incorporate modern technology for operations, marketing, and customer engagement. For example, our rides may look nostalgic, but they’re equipped with updated safety systems, remote monitoring, and more efficient transport setups. It’s about honoring the feeling people expect while quietly upgrading the experience behind the scenes.
What’s the most rewarding project you’ve been part of?
Every time we organize a carnival and invite foster kids and disadvantaged youth to come for free, that’s the most rewarding work we do. It’s easy to get caught up in contracts and logistics, but when you see a child who’s had a hard life light up because they got to ride a Ferris wheel for the first time, that’s the real payoff. No sponsorships, no ticket sales—just pure joy. It reminds me why I do this.
If you could change one thing about the amusement industry, what would it be?
I would raise the transparency and safety culture across the board. Too many companies think they can hide flaws because the public doesn’t see the setup. But everything shows eventually, either in breakdowns, accidents, or bad guest experiences. I’d push for a model where safety checks, certifications, and inspections are as public as the marketing. If we’re proud of how we operate, we should show it.
How do you handle setbacks, especially in high-pressure environments like event setups or international exhibitions?
You have to stay calm and resourceful. Setbacks happen all the time—equipment delays, weather changes, permitting issues. I don’t waste time panicking. I move straight into problem-solving mode. You make a list, you prioritize, and you start checking things off. The team takes its cues from the leadership. If I’m calm, they stay calm. That’s how you save a project before it becomes a crisis.
What’s your philosophy on client relationships and customer service?
I believe in the long game. I’m not trying to close one deal; I’m trying to build a relationship that lasts years. That starts with honesty—giving realistic timelines, accurate quotes, and setting clear expectations. I also think small gestures matter. Remembering details about a client’s event, being available when things get stressful, delivering more than you promised—those things build loyalty that no marketing campaign ever could.
Where do you see Big Round Wheel Amusements in five years?
I see us as a trusted partner not just in the U.S. but internationally, especially in the Middle East and surrounding regions. I want us to be known not just for the rides we bring but for the standards we set. I’d like to expand our consulting side too—helping new companies in emerging markets set up their amusement businesses the right way from the start. If we can help raise the industry standard globally, that would be a legacy worth having.
How has community involvement shaped your business philosophy?
Serving on the Blacksburg Town Council and working with local nonprofits has kept me grounded. It reminds me that business doesn’t exist in a vacuum. We’re part of a bigger system. Whether it’s donating a free ride day to local kids or helping plan town events, it’s all connected. If you invest in your community, your business will thrive too—not just in revenue, but in reputation and fulfillment.
What advice would you give someone who wants to enter the amusement or entertainment industry today?
Get your hands dirty first. Work the setups, troubleshoot the equipment, talk to the guests. Don’t just aim for a management role right away. You need to understand every moving part before you can lead. And never, ever cut corners on safety or customer experience. It might seem like you’re saving money in the short term, but it always costs more later—whether in repairs, reputation, or worse.
What does leadership mean to you in the context of your work?
Leadership means owning the outcomes—good or bad. If something goes wrong, I take responsibility. If something goes right, I credit the team. Leadership also means setting a tone of professionalism without losing the humanity of the work. You can be strict on standards and still be respectful, supportive, and patient. In fact, I think those things are connected.
What personal values drive your professional decisions the most?
Integrity, accountability, and respect. I try to make decisions that I’ll still be proud of ten years from now. If a deal requires me to compromise my values or sacrifice safety for profit, I walk away. No short-term gain is worth long-term damage to reputation or conscience.
What excites you most about the future of amusements?
I’m excited about how experience-driven entertainment is evolving. People want more than passive entertainment now—they want interactive, immersive experiences. Amusement rides are perfectly positioned to meet that need if we approach it creatively. Whether it’s branded pop-ups, moving installations, or global partnerships, there’s a lot of room for innovation while still holding onto the magic that makes people smile.