Leadership

Michael Colglazier

Michael A. Colglazier, a 28-year veteran of The Walt Disney Company, serves as president of the Disneyland Resort in Anaheim, California. Michael oversees a workforce of 29,000 cast members at the 500-acre resort, which is currently engaged in a $2 billion expansion. 

Michael started his career in Disney’s corporate strategy group and has served in a variety of operations and business development roles for Disney, including the leadership of Disney’s Animal Kingdom Park in Florida, where he oversaw day-to-day operations and was instrumental in the initial planning and development stages of the new Avatar-themed experiences being planned for the park.

Prior to his role with Disney’s Animal Kingdom, Michael served as a vice president on the Global Development team for Walt Disney Parks and Resorts, responsible for identifying new global growth and business opportunities for the Parks and Resorts segment.  From 2003 to 2007, Michael was vice president of Disney Photo Imaging, where he spearheaded the invention and growth of Disney’s “PhotoPass” service, creating an industry-changing, web-based business model that creates value from the millions of photos captured each year in Disney parks.

Michael has held other positions at Disney, including vice president of Operations Strategy and Technology for Walt Disney World Resort, general manager of Innoventions at both Epcot and Disneyland parks, and manager of project development at the Disneyland Resort. 

Born and raised in Indiana, Michael graduated from Stanford University with a bachelor’s degree in industrial engineering.  He received his master’s degree from Harvard Graduate School of Business Administration.

Michael is active in the local community, currently serving as chair of the University of California, Irvine’s Chief Executive Roundtable as well as a commissioner and executive committee member for the California Travel and Tourism Commission.  He also sits on the Board of Directors for Children’s Hospital of Orange County.

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