Nevis Range has undergone significant change over the last three years, reshaping the business into a more resilient, diversified and internationally active organisation, while remaining firmly rooted in Scotland.
Everything we are building internationally is grounded in the strength, credibility and authenticity of our home base in the Highlands. That foundation remains central to our values, our identity and our long-term future.
As is often the case at this time of year, as the winter season approaches, Nevis Range has experienced some online criticism. That in itself is not unusual.
What is less widely known is that this recently went beyond criticism.
On an existing social media account, AI-generated images were published in the comments depicting clearly recognisable members of the Nevis Range team being burned alive in a gondola. Separately, a new social media account was created on Instagram which featured a number of images, including an exploding gondola.
To be absolutely clear: criticism, while unpleasant, is not a police matter. Violent imagery involving identifiable people is different. It is unlawful.
Following advice from legal counsel and from Meta themselves, the imagery was reported to Police Scotland. In the current climate, Nevis Range will not take risks where violent imagery involving people is concerned. This decision was taken calmly, responsibly, and with one priority in mind: the safety of our people.
Since the matter was reported, the post containing the violent imagery in the comments has been removed and the Instagram account that featured the exploding gondola imagery has been deactivated. As a precaution, additional safety checks and security measures were implemented across the business. These were carried out quickly and professionally, and in a way that minimised disruption or concern for visitors and staff.
Nevis Range recognises that some individuals may have been affected by seeing this content and has ensured that appropriate support is available. While there may be further criticism as a result of the actions taken, our position is clear: we never have, and never will, take risks with staff safety.
More than 50% of visitors to Nevis Range now originate from international markets, either through destination management company partnerships, the travel trade, or direct international bookings. This shift has reshaped demand across the business, including gondola usage, hospitality, whisky experiences, accommodation, retail and off-peak adventure activity.
Looking ahead, just under 50% of forecast Group profits will be generated by the international division, while more than half of Scotland-based profits will come from international visitors travelling to Nevis Range. For a Highland attraction, this represents a significant change in commercial structure, resilience and long-term sustainability.
Nevis Range’s international strategy is practical rather than aspirational. The Group now has a physically established brand presence in Dubai, with Wild Woven operating as a tangible, on-the-ground expression of modern Scottish identity and craft.
This will be followed by physical brand expansion in Singapore, Italy and Switzerland, where groundwork is already underway. These markets align closely with inbound tourism demand, premium retail and cultural travel, and form part of a deliberate strategy to widen visitor pipelines, attract international investment and reduce reliance on a constrained domestic market.
Highlands and Islands Enterprise has recently awarded approximately £3.5 million of public funding to other Scottish mountain resorts, with around £1.7 million allocated to Cairngorm. Of that funding, approximately £1.2 million was provided specifically to cover operating losses.
By contrast, Nevis Range has delivered a break-even year without reliance on loss-covering public subsidy, while continuing to invest in growth, diversification and international expansion.
Nevis Range is not entitled to, nor eligible for, taxpayer bail-out funding. As a result, operating decisions must always be grounded in commercial discipline. Activities must have a clear and credible path to profitability, and the business cannot compete in areas where sustained losses are offset elsewhere by significant public subsidy.
Scottish Government funding for the UCI Mountain Bike World Cup ended following a shift by Warner Bros., a global entertainment corporation, which was required to increase its financial demands due to the escalating costs of delivering major international events in the UK. These increases were not venue-related but driven by wider operational and regulatory pressures that now make the UK one of the most expensive environments globally for staging elite sport.
Despite this, Nevis Range has continued to deliver a diversified mountain biking programme, maintain Scotland’s international presence in the sport, and invest in participation-led and youth events that demonstrate strong long-term potential.
Climate change is not theoretical for Nevis Range. With more than 35 years of operational data, the business has clear evidence that winter conditions have changed.
Last season, despite intermittent summit snow, there was insufficient snow for uplift, insufficient build-up to construct a temporary get-on at Tower 4 of the Goose, and insufficient demand to justify the economics of full operations. These decisions were operationally unavoidable.
As a result, Nevis Range continues to prioritise year-round activity, diversification and international demand rather than reliance on increasingly unpredictable winter conditions.
All businesses now operated directly by Nevis Range, including the hotel, food operations and retail units, are generating higher turnover and stronger profitability than under previous operation. This reflects tighter operational control, clearer brand alignment, and a renewed focus on customer experience, with a stronger emphasis on Scottish products and local crafts.
Customer service and experience remain core competitive advantages for Nevis Range.
The Activities area has faced sustained pressure due to regulatory changes, prolonged downtime of the Blue run and variable operating conditions. Despite this, youth mountain biking events have continued to perform strongly and remain central to the sport strategy.
Having the Blue fully operational for the entire 2026 season will be transformative. Combined with an expanded calendar of youth events, national-level races and wider cycling weekends, Nevis Range is positioned for renewed momentum. A refreshed mountain biking strategy will be announced in early 2025.
From 2026 onward, the Group will launch several new brands rooted in the e-commerce sector. These initiatives are designed to diversify income, create year-round revenue streams and strengthen the international growth strategy that underpins long-term sustainability.
As part of this next phase, leadership responsibilities are evolving.
Chris O’Brien will focus on the role of Group CEO, concentrating on international expansion, global partnerships, international sales, e-commerce, franchising and overall financial leadership.
John Sutherland will lead the Scottish operation as Managing Director, bringing decades of experience on the mountain, deep expertise in biking and rescue, and a strong commercial and creative approach to the future of Nevis Range in Scotland.
This is not a step away from Scotland.
It is a reinforcement of Scotland.
Nevis Range is no longer a single-site, weather-dependent attraction. It is becoming a multi-brand, internationally active organisation, operating with financial discipline while continuing to grow, diversify and invest.
The mountain remains our home.
The future we are building is resilient, responsible and global.
