Adventure is one of the greatest trends in tourism today (ATTA - Adventure Travel Trade Association, 2018a), through which tourists seek to escape ordinary living (Beames, et al., 2019). It has been growing at higher rates than the general tourism market (ATTA, 2013; 2018a), comprising new challenges to adventure providers. The market has been changing very fast, bringing new tourists’ profiles and increases in the competition (Cloutier, 2003; Buckley, 2010a). Competitiveness, but also technology, the search for transformative travel (ATTA, 2018a), and the difficulty in providing experiences to tourists with unrealistic expectations (Lindberg & Østergaard, 2015; Lindberg & Eide, 2016) have highlighted the need to develop new products and business models. The liminal and escapist nature of extraordinary adventure experiences (Arnould & Price, 1993), as well as the intense personal meaning derived from them (Pomfret, 2012), seem appropriate for addressing those market demands. However, the business side of adventure tourism has received little research attention (Buckley, 2006a; Cheng, et al., 2018). The present study has been developed with the aim to investigate differences between adventure tourists’ idealizations, motivations, and preferences, and the perceptions of adventure providers regarding those features. Questionnaires for tourists and tourism professionals allowed the collection of quantitative data and the application of statistical methods. Qualitative data was collected through interviewing adventure tourism professionals, as well as through direct observation and participation in adventure experiences. As a general conclusion, it can be remarked that tourism professionals need to have a better understanding of their clients' motivations, but it also seems that tourists have unrealistic expectations that can affect how their experiences unfold and how products are being structured. Still, it seems clear that both sides agree that tourists’ desire to escape enables a transition into a liminal world of adventure, where a different contact with nature, peak experiences, and contrasting emotions create moments of elation and deep satisfaction. Using the Experience Economy (Pine & Gilmore, 1999) framework, and considering Cloke and Perkins’ (2002) commodification variables, adventure providers might have the tools to orchestrate experiences that will endure in the memory of their customers, while keeping efficiency, safety, and high satisfaction.