Purgatory Resort (1965), deep-dive into the history

Social Listening

The outdoor industry discussion feels busier than ever — and not just on the trails. There are some lively debates happening right now across LinkedIn, trade media, and even Reddit that are worth paying attention to. Here are some that our new AI tool has pulled out for particular attention, and a trend is developing..

4 hot topics shaping the conversation at the moment:

1. Casual vs. Core Consumers
   Growth is being driven by casual hikers, urban walkers, and weekend campers rather than hardcore climbers. Should brands pivot to this bigger audience or stay loyal to the core? (Trending on industry reports, LinkedIn discussions, and Reddit outdoor threads.)

2. Sustainability Pressure
   Consumers and regulators expect recycled fabrics, eco-chemistry, and full transparency — but it’s tough to balance costs without greenwashing. (Heated on OIA updates, brand announcements, and Reddit sustainability debates.)

3. Shifting Demographics
   Participation is rising fastest among women, young people, seniors, and more diverse communities. Huge opportunity, but how do we adapt products, messaging, and representation? (Showing up in Outdoor Foundation reports, retailer media, and Reddit hiking communities.)

4. Urban-Outdoor Crossover (Gorpcore)
   Technical gear is now fashion — trail runners in the city, waterproof shells on the subway. Is this a brand opportunity, or does it risk diluting outdoor identity? (Big on FieldMag, EndVR blogs, Reddit fashion/outdoors subs, and LinkedIn posts.)

These aren’t just trends — they’re the questions shaping how outdoor brands design, price, and position products this year, and next.

📩 Quick one for you: Which of these debates do you think matters most to your business right now? Vote in our poll — I’ll share the results in next week’s newsletter.

Thanks,

Derek

Sports and Outdoors Pre-Validation Report

Big News: Live Testing Underway

We’ve kicked off real-world testing this week — ads are live, and our landing page is capturing buyer intent in real time:

These results will feed directly into our upcoming annual industry benchmark:

Field-Test: Sports & Outdoors Validation & Benchmarking Report
From idea to Go / No-Go — de-risking sector launches with real-world market data.

This report brings together:

• Insights from our Utility Jacket project (live right now).

• A repeatable validation framework for pre-validation and launching in sports & outdoors.

• Benchmarks, best practices, and tools you can apply to your own pipeline.

We’re launching this report to the Outdoors Crowd community this Thursday at a guaranteed & discounted pre-order price, for a very limited time. Watch out for it in your email. I’ll even be brave enough to shoot a brief video intro for it as well!

Who’s it for?

• Founders and managers planning and new launches of products or services.

• Brands redesigning or extending product lines.

• Retailers planning assortments and demand.

• Anyone who wants to gauge market interest before investing big in R&D.

• Leaders tracking the direction of sports & outdoor product demand.

Bottom line: if you’re bringing something new to market in 2025, this report will help you cut risk, move faster, and launch smarter. Simple. All the fancy marketing in the world will not substitute for correct Product - Market fit.

Purgatory Resort: Durango’s Independent Outdoors Playground

Colorado’s ski landscape has been dominated by mega-players for decades. Vail Resorts built its Epic Pass empire. Alterra launched Ikon, linking mountains from coast to coast. Yet tucked away in the San Juan Mountains near Durango sits Purgatory Resort — proudly independent, authentically quirky, and deeply tied to its community.

It’s not Aspen glitz or Breck scale. It’s Purgatory: a mountain that’s endured ownership shifts, financial storms, and climate challenges while carving out a future that blends skiing, biking, music, and more. (I’m actually planning a sneaky visit next month when I’m over for the Outdoors Media Summit, so I’ll report back on the real-world feel..)

Backstory: Ray Duncan’s Bold Bet

Purgatory opened in 1965, thanks to the vision (and guts) of Ray Duncan, a Chicago businessman who fell in love with Durango while traveling through the Rockies. Duncan saw what others overlooked: a high-altitude basin with reliable snow, dramatic scenery, and potential to become a winter playground.

Duncan wasn’t just a ski guy — he was a serial entrepreneur. He would go on to co-found Silver Oak Cellars, one of Napa’s most famous wineries. But in the ’60s, his gamble was on Colorado snow.

When the lifts started spinning that winter, there were only a handful of trails and a base lodge that felt more ranch house than resort. The name, too, raised eyebrows: Purgatory. Local legend traced it to a 1700s Spanish friar who called the nearby river canyon El Río de las Ánimas Perdidas en Purgatorio — the River of Lost Souls in Purgatory. Locals thought it was perfect. Visitors thought it was cheeky. Either way, it stuck.

Growing Up in the San Juans

Through the ’70s and ’80s, Purgatory grew steadily. New lifts stretched higher, more terrain opened, and a steady stream of Texans, New Mexicans, and Coloradans made it their go-to. It developed a reputation for being friendly, affordable, and approachable compared to the Front Range giants.

The terrain, too, was underrated: over 1,600 skiable acres with long groomers, playful tree runs, and enough steeps to keep advanced skiers happy. Families came for the value, hardcore locals came for the powder days, and everyone stayed for Durango’s low-key vibe.

But ski resorts are expensive to run. Snowmaking, grooming, lifts — all capital intensive. Ownership shifted multiple times, and by the early 2000s, the brand was rebranded as Durango Mountain Resort, part of a push to modernize and shake off debt. The name never really landed. Locals kept calling it Purgatory.

Reclaiming the Name

In 2015, the mountain got both a new owner and its old name back. James Coleman, a Texas businessman and passionate skier, bought the resort. Coleman was assembling a portfolio of small-to-mid resorts across the Southwest, including Arizona Snowbowl and New Mexico’s Sipapu and Pajarito.

One of his first moves was symbolic but important: he scrapped “Durango Mountain Resort” and restored the original Purgatory. In an industry increasingly dominated by faceless holding companies, Coleman understood the power of authenticity.

Under Coleman’s ownership, Purgatory invested in lift upgrades, snowmaking, and summer infrastructure, positioning itself not just as a ski area but as a four-season outdoor hub.

Beyond Winter: Year-Round Outdoor Playground

Skiing is the heart of Purgatory, but its strategy has always been about diversification. If snow is unpredictable, summer needs to pick up the slack. Today, Purgatory offers:

• Mountain biking: Lift-served downhill trails and hundreds of miles of singletrack in the San Juans make it a biking hub. The Durango Bike Park at Purgatory has become a regional draw.

• Hiking & trail running: The mountain is a gateway to alpine trails, with access to the Weminuche Wilderness and Colorado Trail.

• Scenic lift rides: Summer gondolas attract non-riders who want the views.

• Alpine slide & coaster: Family-friendly attractions that pack the base area on summer weekends.

• Festivals & events: From bluegrass and beer festivals to endurance races, Purgatory doubles as Durango’s event stage.

• Nearby activities: The Animas River runs through Durango for rafting, kayaking, and fishing. Combine that with Jeeping, climbing, and hunting, and the region’s outdoor offering goes way beyond the ski hill.

For a mid-sized resort, this diversification is a lifeline — keeping the books balanced and staff employed year-round.

Revenues and the Business Model

While exact figures aren’t public, industry observers peg Purgatory’s annual revenues around $30–50 million (unverified). That’s small compared to Breckenridge or Aspen (which top $150–200M each), but puts it squarely in the mid-market resort tier.

The revenue pie looks roughly like this:

• Lift tickets & passes: Core income, anchored by the Power Pass, Coleman’s regional alternative to Epic/Ikon.

• Lodging & real estate: Condo rentals and sales in the base village.

• F&B: Always a margin booster — cafeterias, pubs, and fine dining.

• Summer ops: Mountain biking, alpine coaster, festivals.

• Retail & rentals: A steady contributor per guest visit.

M&A and Consolidation

The ski industry has largely become a duopoly — Vail’s Epic Pass and Alterra’s Ikon Pass. Independents struggle to compete on marketing reach, loyalty programs, and bundled value.

Coleman’s strategy with Purgatory has been different. Rather than sell into a conglomerate, he’s built his own regional portfolio: Purgatory, Snowbowl, Sipapu, Pajarito, Nordic Valley, and Hesperus. Together, they sell the Power Pass, a multi-mountain season pass that keeps skiers in the family.

It’s not as vast as Epic or Ikon, but it works for the Southwest market. Texans, Arizonans, and New Mexicans can ski across states without jumping into corporate passes.

Why Purgatory Works

Purgatory’s resilience comes down to five factors:

1. Authenticity: The quirky name and local vibe have never been corporatized.

2. Community Loyalty: Durango embraces Purgatory as part of its identity.

3. Portfolio Strength: Coleman’s multi-mountain ownership gives economies of scale without sacrificing independence.

4. Year-Round Strategy: Summer mountain biking and festivals balance out unpredictable winters.

5. Location: Proximity to Texas and New Mexico provides a steady customer pipeline outside Colorado’s Front Range.

Challenges

Like the rest of the ski industry, Purgatory faces headwinds:

• Climate Change: Shorter winters, heavier reliance on snowmaking - i.e. costs!

• Competition: Epic and Ikon offer massive value, pulling destination skiers away.

• Capital Demands: Lifts and lodges require constant reinvestment.

• Labor: Seasonal staffing remains difficult in mountain towns.

Timeline Snapshot

• 1965: Founded by Ray Duncan.

• 1970s–80s: Expands terrain and regional footprint.

• 1990s–2000s: Ownership changes; rebranded “Durango Mountain Resort.”

• 2015: Acquired by James Coleman; name restored to Purgatory.

• 2015–2025: Power Pass expands; summer ops diversify.

Bottom Line

In an era of consolidation, Purgatory stands out as proof that independent resorts can thrive with the right strategy. It’s not about being the biggest. It’s about being authentic, diversified, and community-driven.

For B2B readers, Purgatory is a model of how mid-sized players can punch above their weight: through portfolio plays, summer innovation, and sticking to their roots.

From the River of Lost Souls to four-season playground, Purgatory has lived up to its name — surviving its trials and keeping the lifts spinning, winter after winter.

PS - a big shoutout to Theresa Blake Graven for taking the time to give me some real insights into Purgatory, and the feel for it! Very much appreciated.