Issuu

The magazine for the owners and management of international casinos

Volume 22: Issue 190

THE FUTURE OF GAMING STARTS HERE G2E brings the global gaming community together in Las Vegas—the undisputed capital of the industry—to showcase innovation, foster meaningful connections, and explore the trends, pressures, and opportunities redefining the gaming landscape.

SEPTEMBER 28–OCTOBER 1, 2026 THE VENETIAN EXPO, LAS VEGAS

Editor’s Note

CASINO The magazine for the owners and management of international casinos

Welcome...

Published by Outsource Digital Media Ltd

Publisher: Peter White Tel: +44 (0) 1892 740869 Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com

Editorial:

Editor in Chief : Kevin Lentz kevin@outsourcedigitalmedia.com Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com Associate Editor Asia: Bill Healey healeywe@gmail.com Online iGaming Editor: Mark McGuinness markmcguinness847@gmail.com Columnist: Raymond Chan ymrchan@hotmail.com Associate Editor EMEA: Andrew Behan a.behan@librasgroup.com Las Vegas Correspondent: Ryan Slattery RyanSlats@gmail.com International Correspondent: Lyudmyla Kyrychenko lyudmyla.kyrychenko@outsource digitalmedia.com

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Designer: Stewart Hyde stewart@de5ign.co.uk www.de5ign.co.uk Accounts: Helen Holmes accounts@outsourcedigitalmedia.com IT Director: Pasha Kuzminskiy pasha@outsourcedigitalmedia.com

Volume 22: Issue 190

Ride the Wave

or over three decades I’ve watched the casino floor withstand waves of predicted disruption. We’ve seen the transition from paper player tracking in the pit to the end of coins and the beginning of TITO in slots, and the slow but inexorable rise of computer power in both departments. But through all that, much of the floor has remained a sanctuary of legacy tradition. A place where intuition, the power of the handshake, and human interaction still reigned supreme. But that self contained sanctuary is about to face a tech tsunami unlike anything we’ve yet seen. We are about to enter an era where artificial intelligence, computer vision and real time data tracking across the floor are no longer futuristic concepts sketched out on some consultant’s vision board but are operational necessities in any modern casino operation. The floor is under pressure from every direction: rising labor costs, tighter margins, and a rapidly evolving demographic of younger players whose expectations of gaming are nothing like those of their parents. Technology as always will be called once more into the breach, to aid us, but with its usual Pandora’s box of warnings. But this sudden inundation of tech doesn’t have to leave behind wreckage and destruction. When computer vision and AI handle table games protection and ratings we will have the ability to find table games players actual theoretical win, and the ability to deliver hyper-personalized reinvestment built around each players actual betting and strategy plays. We will free up floor supervisors to actually talk with the guests, in some weird way tech will bring back the human touch that has long been missing from the floor. 3

Editor’s Note It will also allow us to track each and every player whether they are carded or not. It won’t matter if they are a slot player, a blackjack aficionado, or just a regular at the nightclub and restaurants. That will mean that we will need to break out of our silos of vertical integration and more carefully weigh each guest's total worth across their entire stay in ways that have eluded us until now. Better yet, that same tech stack will give us the power to effectively shut down not only card counters and other table games advantage play, but to deal with the tens of millions of dollars currently being lost to slot advantage teams. These groups often rely on our inability to know whose card belongs to whom to rack up free play and offers for a small army of botted player accounts in just a few hours of play. Of course, having the ability to have absolute vision of every foot of felt or slot footprint comes with renewed responsibility as well. As operators, possessing all of that data is one thing; using it to better the player experience is quite another. Our goal shouldn’t be to build a cold, surveillance driven laboratory monitoring our players every move. Instead it should be to use these tech tools to strip away guest pain points, elevate the player experience, and, of course, protect our margins.

The challenge is no longer about debating if we should adopt all this new floor tech, that ship has sailed. The real work will be navigating how to integrate all of this without destroying the excitement and energy that draws people into brick and mortar casinos to start with. iGaming continues to build a better mousetrap, if we are to compete we have to remember that joie de vivre that people get around a crowded crap table, or showing off your latest jackpot to your envious neighbors. As I step into this role, my aim is for Casino Life to continue to dive deep into these new technological realities while cutting through the hype to deliver actionable insights not only for operators and vendors and front line staff, but also for all those players who bring our floors to life. The tide is coming in fast, are you building something to ride this new wave or something that will be swept away in it?

Kevin Lentz Kevin Lentz, Editor- In-Chief

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Contents 3

Editors Note

The White Album

8 The Strat Turns 30 The iconic Las Vegas resort and tower has a complex history. By Ryan Slattery 15 Designing the Future of the Modern Casino Peter White talks to Iain Gardiner about the transformation of Genting Casino Manchester.

22 The Vanderpump Hotel Debuts on the Las Vegas Strip Television personality and hospitality mogul Lisa Vanderpump opens her first hotel. By Ryan Slattery 28 Blackjack Dealer Pet Peeves Revealed By Al O’Grady 30 The End of Static Casino Management Why real-time decisions and continuous monitoring are key to casino success. By Shaun McCamley 36 Integrity Belongs In The Business DNA Chris Bird, 1xCare Advisory Committee Member, on integrity, responsibility and the future of betting. By Alan White 39 The Danger Behind Perfect Compliance Why flawless controls can still hide fraud risks, and what internal auditors may miss. By Brandon Loeschner, RubinBrown LLP 46 France's Gambling Growth Paradox Market growth continues as pressure mounts for online casino reform. By Eugene Gerden 49 Exit Strategy for Early Ventures Building for long-term value and a successful exit. By Raymond Chan

Editorial Policy: The views and opinions expressed in Casino Life remain principally the views of contributors and do not necessarily reflect those of the editor or publishers. The publishers wish to avoid inaccuracies and, whilst every precaution has been taken to ensure that information contained in this publication is accurate, no liability is accepted by the editor or publishers for errors or omissions, however caused. Unless otherwise stated, articles appearing in this publication remain the copyright of the publishers and may not be reproduced in any form without the publisher’s written consent. Printed in the UK by Pensord Press.

www.casinolifemagazine.com

Words: From The Publisher

The White Album

Travels, Interviews and Industry Encounters

By Peter White, Publisher, Casino Life Magazine

t has been another wonderfully busy period for Casino Life Magazine, with plenty of miles travelled, fascinating people interviewed and some memorable moments across the international gaming industry. I’m particularly pleased to welcome Kevin Lentz as the new Editor of Casino Life Magazine. Kevin brings more than 30 years of hands-on casino experience to the role, having worked across slots, table games, poker and sportsbooks. His current position as Director of Table Games gives him a unique perspective on the realities of modern casino operations, while his extensive journalistic experience brings an equally valuable editorial dimension. Kevin has contributed to major international

publications and industry platforms including The New York Post, The US Sun, Casino.org and Card Player, covering everything from regulation and iGaming to electronic table games, AI and emerging casino technology. His combination of operational experience and journalism makes him a natural fit for Casino Life, and I’m looking forward to seeing his voice develop within the magazine. My own travels recently took me to the impressive Casino Baden-Baden, where I had the opportunity to conduct a series of interviews during the European Dealer Championship finals. It was a fantastic setting for some thought-provoking conversations about the future of land-based casinos, the importance of skilled dealers and the challenges facing the regulated European gaming sector. Among those I interviewed was Erwin van Lambaart, CEO of Casinos Austria and Austrian Lotteries and Chairman of the European Casino Association. Volume 22: Issue 190

Peter White, publisher of Casino Life Magazine

From Germany, I headed to the high seas as a guest of Royal Caribbean for the maiden voyage of Legend of the Seas. The ship certainly lives up to its name, and I was particularly interested in seeing its impressive onboard casino and experiencing firsthand how gaming fits into the wider premium cruise environment. The journey then continued to Manchester for the reopening party following the refurbishment of Genting Casino Portland Street. It was great to see the property unveiled in its refreshed form and to catch up with friends and colleagues from across the industry. Three very different experiences, a championship in one of Europe’s most historic casino cities, a new generation of cruise entertainment and a revitalised city-centre casino, but all offering the same reminder: our industry continues to evolve, innovate and, thankfully, keep me very busy! 7

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Feature: Strat Hotel, Casino & Tower

The Strat Turns 30 The iconic Las Vegas resort and tower has a complex history. By Ryan Slattery

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Feature: Strat Hotel, Casino & Tower

Volume 22: Issue 190

IMAGE: GOLDEN ENTERTAINMENT INC

Feature: Strat Hotel, Casino & Tower

he Strat Hotel, Casino & Tower recently celebrated its 30-year anniversary. As the tallest freestanding observation tower in the U.S., and an iconic symbol of grandeur and boast, the 1,149-foot tower has become not only a quintessential part of the Las Vegas skyline, but in some sense a cautionary tale.

Opened as the Stratosphere on April 30, 1996, the resort was the vision of poker champion turned entrepreneur and casino owner Bob Stupak. It was a vanity project to help boost his Vegas World hotelcasino, which had occupied the site since 1979. Stupak’s grand plan was to build a beacon and local landmark, one that would rival structures like the Eiffel Tower in Paris and New York’s Empire State Building in notoriety and clout.

Birth Pangs

Built on the far north end of the Las Vegas Strip, the Stratosphere struggled out of the gate. Within a year, owners had filed for bankruptcy protection. The resort was later bought by Carl Icahn and further switched hands until Golden Entertainment acquired American Casino & Entertainment Properties in October 2017. Golden took over not only the Stratosphere but also two Arizona Charlie’s properties and the Aquarius 10

Casino Resort in Laughlin, Nevada. With the purchase, Golden Entertainment – a local giant with dozens of taverns under the PT’s brand – immediately invested more than $120 million in the property to renovate rooms, the casino floor and other amenities. Upon completion, the property was rebranded and the name shortened to The Strat.

Under Golden’s management, the property seems to have hit its stride. With remodeled rooms, a refreshed casino floor – which spans 80,000 square feet and includes 750 slot machines and 44 table games, along with a new high-limit room – along with the addition of Atomic Golf, the property has thrived and attracted more locals. This is largely because the company connected its popular PT’s loyalty program, True Rewards, to the Strat, allowing patrons to accumulate and use their points at the Strip property.

Part of the Family

For Golden, a family-run company from Las Vegas, the opportunity to have a Strip presence and breathe new life into a historic property was attractive. “Being part of the history of the Strat was definitely something that was compelling to us. We definitely thought it fit the portfolio,” explained Blake Sartini II, Golden Entertainment’s executive vice president and COO. www.casinolifemagazine.com

IMAGE: JOE DURKIN

Feature: Strat Hotel, Casino & Tower

“It’s a little surreal that we’re operating that flagship asset. I remember watching it going up as a kid. I don’t remember the Vegas skyline without it. It’s always been there.” As have some of the original employees. According to Skylar Dice, the resort’s senior vice president and general manager, 91 team members have been

working at the property since Day One, with 291 employees having been there for more than 20 years. The Strat employs 1,632 people. “For Bob Stupak to have the vision, thirtysomething years ago, to build this amazing tower was revolutionary,” Dice says. “Just coming up to the 108th floor to be able to get a bird’s eye view of the entire city is what makes it so unique.” That view is best seen from Top of the World, an upscale steakhouse and revolving restaurant that provides a 360-degree view of the entire valley or from atop the tower itself on the platform, which holds three thrill rides. Guests can take a ride on the X Scream roller coaster and teeter off the edge of the building, be rocketed up at 45 mph on the Big Shot or leap off the edge of the building, then glide to the ground below on the SkyJump, a controlled fall. Sartini says the Strat is moving closer to adding a new attraction to the tower soon as expansion talks continue. Volume 22: Issue 190

Blake Sartini II, executive vice president and COO, Golden Entertainment

A Bridge Too Far

While the Strat succeeds today, the resort’s early struggles are well documented. Gaming executive Richard Schuetz, who worked for Grand Casinos – the company funding Stupak’s dream – was on the ground in those early days after being installed as property president. He witnessed the early missteps firsthand. Schuetz says he was dispatched to the property by Grand Casinos founder Lyle Berman shortly after the Stratosphere opened. The property was hemorrhaging 11

IMAGE: ANTHONY MAIR

Feature: Strat Hotel, Casino & Tower

IMAGE: ATOMIC GOLF

money and Berman wanted to know why. Schuetz went incognito. He called and booked a room, showed up as a guest and played blackjack, observing everything around him. Schuetz stayed a week and reported back to Berman, informing him the hotel sales were weak and

IMAGE: GOLDEN ENTERTAINMENT INC

the casino needed fixing. Berman’s response was to offer Schuetz to go to Vegas and turn it around as president of the property. “No one in Las Vegas benefited if it failed,” Schuetz admitted in an interview with Casino Life, a day after the Strat’s 30th anniversary. “The tower was making money. It was a great idea. It wasn’t quite as visible as we thought it was going to be, but it was a viable thing.” The problem was location. “Getting people there was a struggle,” Schuetz says. “It was a bridge too far. People didn’t feel comfortable with it. We really had to provide a motivation for people to come down.” The incentive in those early days was to loosen the slots. Schuetz says the company lowered the hold percentage below two percent, offered single-zero roulette and increased odds in favor of players on craps. It worked for a time but would fizzle out leading to the bankruptcy filing. 12

www.casinolifemagazine.com

IMAGE: GOLDEN ENTERTAINMENT INC

Feature: Strat Hotel, Casino & Tower

the stadium lands in their neighborhood to revitalize the area. “It definitely has challenges but it also has positives,” Sartini said. “We look at it as an opportunity. It’s easy access for locals who frequent the property and we are on the doorstep to Downtown. With the resurgence of the Arts District, just directly north of us, that’s something we’re really starting to leverage.” He said the property is beginning to partner with downtown restaurants and bars in an effort to share customers with direct promotions. In addition, Sartini said Golden owns six acres of land on Las Vegas Boulevard, across the street from the Strat that they plan develop soon. “The Strip has to move north,” he said. “At some point, it’s going to catch up with us, and will be positioned pretty well for it.” Volume 22: Issue 190

IMAGE: ANTHONY MAIR

The challenge of location still exists today. Even with the opening of Resorts World and Fontainebleau, the north end of the Strip sees fewer visitors. With an NBA team on the horizon in the not-so-distant future, casino owners on the north Strip are hoping

Skylar Dice, Senior Vice President and General Manager, The STRAT Hotel, Casino & Tower 13

IMAGE: GOLDEN ENTERTAINMENT INC

Feature: Strat Hotel, Casino & Tower REACHING NEW HEIGHTS IN LAS VEGAS: THE HISTORY OF THE STRAT The Strat Hotel, Casino & Tower has defined the skyline for 30 years. Originally opened as the Stratosphere, the property has continued to evolve.

IMAGE: ANTHONY MAIR

1979: THE FOUNDATION IS LAID Developer and visionary Bob Stupak opens Vegas World on the site, establishing a foothold above the north end of the Strip. LATE 1980S: SKY-HIGH VISION Stupak announces plans for an observation tower exceeding 1,800 feet. The Federal Aviation Administration objected to the plan, leading to a reduction in the height of the tower.

APRIL 30, 1996: THE STRATOSPHERE OPENS On April 30, the Stratosphere officially opened at a cost of $550 million. Attractions included indoor/outdoor observation decks, the Top of the World revolving restaurant and the Big Shot thrill ride. JUNE 1997–2004: THE CARL ICAHN PURCHASE Billionaire Carl Icahn acquired the resort in 1998 and invested in renovations. Ownership transitioned to American Casino & Entertainment Properties (ACEP) in 2004. JUNE 2017: BEGINNING OF THE GOLDEN YEARS Golden Entertainment enters into an agreement to acquire ACEP for $850 million, adding the Stratosphere, Arizona Charlie’s Decatur, Arizona Charlie’s Boulder and Aquarius Casino Resort in Laughlin to its portfolio. 2020: THE STRAT EMERGES Following renovations, the property is officially rebranded as The Strat Hotel, Casino & Tower. 2024: FORE! EXPANDING THE EXPERIENCE Atomic Golf, a $75 million entertainment complex opens at the property.

IMAGE: ANTHONY MAIR

1995: RISING ABOVE THE DESERT Vegas World closes on February 1, 1995, to make way for the new resort. Existing hotel towers are renovated and expanded, and new towers are added. The Stratosphere Tower cost approximately $70 million to build.

Golden Goes Private

The day after the STRAT celebrated its 30th anniversary, Golden Entertainment announced it completed its transition from a publicly traded company to a private, family-owned operation. The transaction closed on April 30, with Golden Entertainment shareholders receiving a $2.75 cash dividend and 0.902 shares of Vici Properties stock per share of Golden stock. In addition, Vici acquired the real estate of seven Golden casinos in a saleleaseback valued at approximately $1.1 billion. Sartini said the decision to go private gives the company more freedom. “Look, for a company our size, we can really focus on continuing to operate this business the way that we know how,” he explained. “It gives us more flexibility. What it does is it helps us to focus more on the customer rather than what the market might think. Iit allows us to put together a 12-month plan and make better decisions for the company, and for our customers going forward.” www.casinolifemagazine.com

Feature: Genting Casino Manchester

Designing the Future of the Modern Casino Peter White, Publisher of Casino Life Magazine, speaks with Iain Gardiner, General Manager of Genting Casino Manchester, following the completion of the property's extensive refurbishment

enting Casino Manchester has officially reopened following a stunning £1.5 million refurbishment that has transformed one of the UK's flagship casinos into a vibrant, contemporary entertainment destination. Having attended the official relaunch celebration as a guest, Peter White spoke with Iain Gardiner about the inspiration behind the redesign, creating an exceptional customer experience, and Genting's continued investment in the future of the UK casino industry. The refurbishment also reflects the growing importance of combining first-class gaming, hospitality, entertainment and design to meet the evolving expectations of today's casino customers. Volume 22: Issue 190

Congratulations on what is a stunning refurbishment. What was the original vision behind this £1.5 million investment, and what experience did you want customers to have from the moment they walk through the doors? Our brief was to brighten up the casino floor, to add light colours but also to add ambient lighting and also to introduce a touch of femininity to the design. As you know, casinos are no longer male-dominated spaces and we really want to reflect that we are a place for all genders and cultures. It’s long been the belief that male guests aren’t too fussy about their environments, but I think this is changing, so we had to cater for a busy mixed gender environment and too 15

Feature: Genting Casino Manchester

many casinos are dark and dull environments – I didn’t want Manchester to be one of those. Manchester is a very diverse city with regards to gender identifications, cultures, ethnicities and much more – so we wanted everyone to feel comfortable in our casino. Having attended the relaunch, one of the first

To be honest, there wasn’t much movement on the gaming floor as we were mostly happy with the layout. We did make some small moves and some machine changes but colours and designs really play a part here – with a little movement and a new colour scheme, it really does look bigger than it did before, which is testament to the skill of the design.

The gaming floor feels far more spacious and intuitive than before. Can you talk us through the planning process behind the new table gaming layout and how customer flow influenced the final design?

Slot machine positioning has clearly been carefully considered. What factors determined where each bank of machines would be located, and how important is visibility and accessibility when designing a modern gaming floor? We have a fantastic Electronic Gaming support team who will regularly assess our machines, their performance and make recommendations based on this. They gave us some suggested layouts based on what the customer would want, and need, and we ran from there really. We have added a few new machines to really mix up our offerings for our customers. We recognise that Slot Players want a good machine, in a good location and in a bright and social environment. Ultimately, they choose us as they want to play their favourite games, but also they want to socialise. They don’t want dank corners and to be hidden away – so our machine positioning reflects this.

things that stood out was the overall ambience. How much attention was given to lighting design, colour palettes and creating the right atmosphere throughout the casino? Our designer was fantastic. To be honest, we gave the initial brief and expected to tweak it after the first design draft – but our designer really ‘visioned’ our brief from day one and our tweaks were minimal. Manchester is a very vibrant city and we really wanted to show that in our colour schemes and in our lighting choices – so we now have a very bright and colourful casino and we think it fits with the profile of the customers who frequent the casino.

www.casinolifemagazine.com

Feature: Genting Casino Manchester Did customer data and player behaviour influence the positioning of table games, electronic gaming and slot products during the redesign? Customer data is usually central to what we do. We assess everything we possibly can before trialling any new layouts. We’re quite convinced that what we have currently is the right fit for the customer – and if that thought changes or the data changes, then we’ll make more changes in the future. You need to be flexible and to respond to customer demand if it becomes obvious that patterns of customer behaviour are evolving; that’s part of our role as a casino operator. But for now we’re very happy with the lay-out and we’re confident our guests will enjoy it. The choice of furnishings, finishes and décor creates a contemporary yet comfortable environment. How involved were you personally in selecting the furniture, fabrics and overall interior styling? I really wanted to set a brief on this one and then to trust the designer implicitly. I’ve done this as much as possible and I can say I’m truly happy with the results. There were a few changes made and yes, my input reflects some of the choices, but nearly all of the credit sits with the designers. One feature that particularly caught my attention was the new carpet design. Casino carpets often become an iconic part of a property's identity.

serious gamers, however we should acknowledge the location we are in and make provisions for leisure guests too. We are much more than just casino games, therefore we needed to ensure we cover a wide range of tastes with the décor and I really think it does project a premium leisure feel. That’s important

Manchester has one of the UK's most vibrant nightlife scenes. How did you ensure the refurbishment appeals not only to existing gaming customers but also to people looking for a premium night out? We really needed to reflect that we are a place for

The restaurant and bar areas feel much more integrated with the gaming experience. What improvements have been made to the food and beverage offering, and how important is hospitality in today's casino business? We’ve always placed a high importance on our F&B offerings. Customers need their food and drink to enjoy their time at the casino, it’s all part of the experience and not an after-thought. We offer a range of popular dishes, such as burgers, pizzas, tapasstyle sharing plates and curries – and our Chinese restaurant provides a mouth-watering selection of dishes for customers who enjoy fusion cooking. We haven’t made any menu changes yet as we feel that

What inspired the design, and how important is flooring in bringing together the overall visual experience? I think the carpet is stunning and really complements the light fabrics and wallcoverings we chose. People often talk about casino carpets and mostly, the stories aren’t good! Everyone remembers a bad carpet! This one truly is stunning and we’ve already had loads of compliments on the choice. It’s light and colourful which is what we wanted our customers to see our whole casino as – a light, bright, colourful space to spend their time.

Volume 22: Issue 190

in persuading people they’ll have a great night out and we’re confident that once they’ve come through the doors and experienced the look and feel of the casino, they’ll want to return with their friends.

Feature: Genting Casino Manchester what we offer is currently the right fit for our clientele – however we do regularly watch our neighbouring hospitality venues and see what’s going on there – so a change will occur in the not too distant future. Entertainment has become increasingly important for casinos. How has the redesign enhanced live entertainment, sports viewing and the venue's overall social offering? We are an entertainment venue at heart. We have many spaces aside from the gaming floor, such as our Chinese Restaurant, Bar, Karaoke Rooms & function spaces. Sports viewing is massive nowadays and many people look for a good space to watch sports. We always did have a good following, so we’ve elected not to make any major changes to our screens – in fact – we added more and increased some in size – everyone loves a bigger screen! The timing could not have been better with all the big England matches during the World Cup Finals. The meeting and function facilities now feature impressive new audio-visual technology. What opportunities does this create for corporate events, private functions and community engagement? We have a multi-function events space. You want a casual meeting, you want a formal meeting with conference facilities, you want a banquet or private dining space – or maybe you want a party space. Our Balcony room now has the facilities and equipment to cater for almost any type of event.

I was particularly impressed by the dedicated training and meeting facilities. How important is investing in your people alongside investing in the building itself? People are the most important asset in a business like ours. It’s what sets casinos apart from other venues, not least for player protection. Our people need to be well trained, knowledgeable and engaged and we do our best to ensure all team members have a job which not only pays their bills, but which they enjoy going to. Without good people, we really are nothing! With 20 live gaming tables, 56 slot machines and 40 electronic roulette terminals, how did you decide on the final gaming mix? Was this based on customer demand, operational efficiency or future growth? 18

www.casinolifemagazine.com

Feature: Genting Casino Manchester It was all of the above really. We analyse lots of data in our everyday lives and sometimes this data makes a decision for us – more importantly, we talk to our customers. I like to think the customers and regular visitors decide what we are and what we should be in the future. Sustainability is increasingly influencing refurbishment projects across the leisure industry. Were there any environmentally conscious decisions made during the redevelopment? I’m sure the designer looked at this a lot whilst deciding on every aspect of the build and Genting as a wider company, is committed to being a sustainable supplier and environmentally friendly operator. A refurbishment allows us to replace older equipment and lighting with more energy-efficient alternatives. Looking back over the project, what proved to be the biggest challenge in delivering such an extensive refurbishment while continuing to serve customers? Hoardings, noise, dust! I’m glad to see the back of all of that. Seeing a fully operational business through a major redevelopment is tough work. We did our best to ensure there was as little impact to the customer as possible, such as limiting noisy and disturbing works to our closed hours or maybe really quiet hours. Customers don’t like to be on a building site so hoardings played a great part in this renovation – whilst a hoarding isn’t nice to see, it keeps the messy works away from the customer and ultimately it keeps the customer safe! Now that the work has been completed, I’m sure our guests will agree it has been worthwhile and delivered a fantastic gaming and hospitality space for them to enjoy.

Customer reaction has been overwhelmingly positive. Have there been any comments or feedback that particularly pleased you following the relaunch? I’m just so pleased about all of the great comments we’ve seen so far. Customers seems to be loving the new look and I’m just really pleased that we’ve made a comfortable environment for them. In fact – one customer asked me if I could give her some carpet tiles as she loved the carpet that much, she wanted it at home! Volume 22: Issue 190

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Feature: Genting Casino Manchester Genting has made a significant investment in Manchester. What does this say about the company's long-term confidence in both the city and the UK casino market? Genting continues to see Manchester as a key city and our aim is to continue to play a dominating role in the city. We’ve invested in this casino on multiple occasions throughout the years and this time, we’re set up for a great future and are ready to welcome everyone to come and see what we are. Across Genting’s UK portfolio, the business is continuing to invest in our casinos. For example, we recently completed a £9.8 million, 15-month refurbishment, at our Westcliff casino, including a full roof replacement, a contemporary new lounge bar, upgraded entertainment spaces, a new electronic gaming lounge, refreshed dining facilities and a redesigned layout. We revitalised a historic Southend seafront venue while keeping it open throughout extensive building works. As General Manager, when you stood back and looked across the completed casino during the relaunch celebrations, what made you feel most proud, and what do you hope guests will remember most about the new Genting Casino Manchester experience? We faced many challenges during this refurb – my proudest moment is just reflecting on how the whole team navigated the challenges of an extensive project but continued to give our guests many great experiences. I want customers to remember how good a time they had in our casino – we’re ultimately there to give good experiences and we will do our best to keep doing that – but in a beautiful new setting!

Volume 22: Issue 190

IMAGE: MICHAEL RUDIN, CAESARS ENTERTAINMENT

Feature: The Vanderpump Hotel

The Vanderpump Hotel Debuts on the Las Vegas Strip Television personality and hospitality mogul Lisa Vanderpump opens her first hotel. By Ryan Slattery

www.casinolifemagazine.com

IMAGE: DENISE TRUSCELLO: GETTY IMAGES FOR CAESARS ENTERTAINMENT

Feature: The Vanderpump Hotel

Lisa Vanderpump, restaurateur, businesswoman and television personality at the Vanderpump Hotel grand opening Volume 22: Issue 190

IMAGE: CAESARS ENTERTAINMENT

Feature: The Vanderpump Hotel

resort in the heart of the Las Vegas Strip has a new name. In June, following an 18-month top-to-bottom redesign, The Vanderpump Hotel made its debut. The project was a full rebrand that transformed The

Cromwell, along with all 188 rooms including 19 redesigned suites, into a boutique hotel-resort named after one of the world’s most recognized television stars – Lisa Vanderpump. This is the first hotel venue in her growing hospitality portfolio. “You’ve been dining and drinking with me for years. Now, you can sleep with me,” Vanderpump joked in reference to her restaurant empire and new hotel as she addressed the crowd of VIPs at a June 11 grand opening party that included Sharon Osbourne, Lance Bass, and numerous friends from her Bravo TV family. Located next to two iconic resorts – Caesars Palace is across the street and the Flamingo is the neighbor next door – the small Vanderpump Hotel sits mid-Strip among the giants but strands out for its attention to detail, uniqueness and for the individualized customer service larger resorts cannot offer. The resort’s big reveal was an evening of celebration and Vanderpump sure knows how to make a theatrical 24

entrance. The new hotelier arrived for her party in a custom Rolls-Royce, exited the car wearing a shimmering silver dress and long sheer purple gloves and entered the hotel flanked by two well-dressed bellmen. There she greeted the invited guests and

celebrities who mingled on the casino floor sipping champagne and enjoying caviar before heading upstairs and ending the evening watching a drone show from the rooftop pool. “The Vanderpump Hotel has been a true labor of love,” said Vanderpump. “Like all my passion projects, this one is deeply personal. I think of it as my very own jewel box on the 50-yard line of the Las Vegas Strip – intimate, inviting and filled with carefully curated details that each tell a story. To finally share it with the millions of Las Vegas visitors from around the world is a dream come true.” Caesars Entertainment, which owns and operates the property, already had a lengthy relationship with Vanderpump. Prior to the hotel opening, Vanderpump operated three successful restaurant and bar venues in Las Vegas – Vanderpump Cocktail Garden at Caesars Palace, Vanderpump à Paris at Paris Las Vegas and Pinky’s at the Flamingo – and she had www.casinolifemagazine.com

IMAGE: NIKKI RYAN PHOTOGRAPHY

Feature: The Vanderpump Hotel

“

Nick Alain, Donut and Lisa Vanderpump

The Vanderpump Hotel has been a true labor of love,” said Vanderpump. “Like all my passion projects, this one is deeply personal. I think of it as my very own jewel box on the 50yard line of the Las Vegas Strip – intimate, inviting and filled with carefully curated details that each tell a story."

other partnerships with the company inside Caesars resorts in Lake Tahoe and Scottsdale, Arizona. So when Caesars executives decided to breathe new life into a property without much brand recognition they turned to the reality television star for input. “What began as a conversation about a single cocktail lounge has grown into a meaningful and highly successful collaboration, now spanning multiple destinations and culminating in a hotel,” said Sean McBurney, chief commercial officer and regional president of Caesars Entertainment. “Being part of Lisa’s next chapter in hospitality is a very special moment, and we couldn’t be more excited.” Volume 22: Issue 190

True Vanderpump Style

In interviews over the hotel’s opening weekend, Vanderpump admitted to being a bit obsessive during the design process – a collaboration with her longtime friend Nick Alain and their shared design company Vanderpump Alain. She admitted that she oversaw nearly every aspect of the process, making decisions on everything from the color palette of the felt on the blackjack and craps tables in the casino (a light pink) to the uniforms of the valets. It was quite the laborious project. In addition to the 188 rooms and suites, the property features a 40,000-square-foot casino, a Caesars Sportsbook, sultry lounge that was completely remodeled, and 25

IMAGES: ETHAN MILLER: GETTY IMAGES FOR CAESARS ENTERTAINMENT

Feature: The Vanderpump Hotel

Michael Turchin and Lance Bass

“

Terry and Heather Dubrow

Vanderpump Villa Cast

Jordan Meyers and James Kennedy

Marciano Brunette and Jessi Draper

Vanderpump Rules Season 12 Cast

What began as a conversation about a single cocktail lounge has grown into a meaningful and highly successful collaboration, now spanning multiple destinations and culminating in a hotel,” said Sean McBurney, chief commercial officer and regional president of Caesars Entertainment."

a 65,000-square-foot rooftop pool and nightclub 11 stories above the Strip. The resort’s single restaurant GIADA, from celebrity chef Giada De Laurentiis, was among the only holdovers from The Cromwell, along with Drai’s After Hours, a basement nightclub. Vanderpump’s signature style – fresh, floral and fun or what she calls an “industrial romantic” – can be found throughout the property with some playful nods to her British heritage including a red telephone booth and English taxicab, along with personal photographs scattered about. On the casino floor, the walkway is lined with crystal chandeliers and custom shades. Purple carpeting is emblazoned with tree branches, 26

flowers and a Vanderpump shield and logo. And a gallery of black-and-white photographs capture Vanderpump’s life with portraits of her with family, friends and pets. Vanderpump painstakingly hand-selected, prepared and primped every detail of the guest rooms adding olive green armchairs and pink throw pillows for pops of color in luxurious rooms featuring chandeliers and gray wallpaper depicting a soothing, woodsy outdoor scene. “Taking the next step from restaurateur to hotelier and partnering once again with Caesars Entertainment on another extraordinary project has been such an www.casinolifemagazine.com

IMAGES: CAESARS ENTERTAINMENT

IMAGEES: NIKKI RYAN PHOTOGRAPHY

Feature: The Vanderpump Hotel

“

Taking the next step from restaurateur to hotelier and partnering once again with Caesars Entertainment on another extraordinary project has been such an exciting chapter for me,” said Vanderpump. “Our vision was to create a room that feels like a true retreat, a calming escape just steps from the energy and excitement of the casino floor. The guest rooms are as beautiful as they are serene.”

exciting chapter for me,” said Vanderpump. “Our vision was to create a room that feels like a true retreat, a calming escape just steps from the energy and excitement of the casino floor. The guest rooms are as beautiful as they are serene.” Another personal, pet project you could call it, was the addition of a brand new bar called Gigolo. The moody, luxe lounge is named in tribute to Vanderpump’s late Pomeranian “Giggy” and includes Volume 22: Issue 190

a five-foot-tall resin statue of her beloved stylish pet wearing a waistcoat and bow tie. An intimate bar, located just off the lobby, Gigolo seats just 50 guests and serves a mix of interesting cocktails that include a hickory-smoked Old Fashioned, a martini for two served with 15 skewered Castelvetrano olives resting atop the stemware, and a Pump and Bump martini, which arrives with caviar on a small mother of pearl spoon. No surprise there. It’s Lisa Vanderpump after all. 27

Feature: Al O'Grady

Blackjack Dealer Pet Peeves Revealed

Step behind the table and uncover the ten player habits that frustrate blackjack dealers more than anything else. By Al O’Grady e all have issues at work that drive us

crazy and unfortunately, we cannot do anything about some of them except vent to our co-workers, spouses and friends who are willing to listen. Fortunately for me I have a magazine column that can also alleviate my frustrations. So, if you would allow me to cry on your shoulder and get some things off my chest, I would like to share with you my top ten pet peeves that I experience as a Blackjack Dealer.

10. Players thinking the game is rigged

This is gambling. You may win; you may lose. You can play perfect strategy and get wiped out. It happens. That does not mean the game is rigged. Just because you play perfectly does not guarantee that you will win money. The house has a very slight advantage over the player (51-49) even if you play perfectly. Over the long run, if you play just one chip on each hand, the casino will take all your money. That does not mean 28

the game is rigged. It is called the laws of probability. Get over it.

9. Players going against basic strategy, winning, and thinking they are a genius

Basic strategy has evolved over the years. It has literally gone through millions of hands of computer simulation, and it shows the percentage play for all card combinations. Is it a guarantee? Of course not, but over the long run, it is the play to make so when players go off the rails and do their own thing, win, and think they know more than the charts. Let us have a reality check. Just because you doubled down on 12 and got a 9 means you are some kind of savant. You just made a long shot play. Continue doing that and the laws of probability will eat you up.

8. People with a sense of entitlement

This is a casino. You made a choice to sit down and risk money. You are entitled to nothing. Just because www.casinolifemagazine.com

Feature: Al O'Grady you doubled down on eleven means you will get a ten every time. You will not. While you are playing the percentages, it is not a sure thing. If there is a 70% chance of something occurring, then you must accept it will not occur 30%. Please leave the entitlement attitude at the door.

7. Players thinking they are smarter than the dealer

Some people are very good at math, and they like to show they are smarter than the dealer especially when it comes to Blackjack payout calculations. Blackjack pays 3:2. On smaller wagers, the calculation is very simple, and the dealer has done it enough that he knows it by heart. A $50 wager getting Blackjack pays $75; A $60 wager pays $90 and a $150 wager pays $225. The player thinking he can outwit the dealer will say the payout and try to be faster than the dealer. I love to put these guys in their places. I know what I am good at as a dealer and one of those is math. I know I am in the top 5% percentile, but I also know that does not make me better than others. But I love getting an obscure wager that gets a Blackjack. For example, $43 gets $64.50; $53 gets $79.50 and $116.50 gets $175. (116.50 at 3:2 equals 174.75 so it is rounded up to 175) When I do these calculations faster than the know it all, it puts him in his place.

6. Someone knowing the rules but still tries to get away with something

There are rules to Blackjack but there are advanced players that also know the game and still try to pull a fast one. They may play two hands but only put the minimum wager on both hands knowing very well that when playing two hands you must bet twice the minimum on each hand. Or perhaps doubling down on 11 on their third card. You double down after your second card only. Come on guys, I was born at night, but not last night.

5. Calling me by my first name as if I am your long-time buddy I wear a name tag at work as part of the uniform. I have no problem with people calling me by my first name in casual conversation as it adds to the customer experience, but do not take it too far. I am not your best friend, and we have not known each other for years. Please do not talk to me like we are having a “bro-mance”. Volume 22: Issue 190

Al O'Grady

4. Someone acting like they know the game but makes constant mistakes

There are those that know the game but still don’t get it right. They have read the basic strategy charts, and they even tell others how to play when they make basic mistakes themselves. They will stick on 16 against the dealer’s ten but will criticize other players actions. Look at yourself before giving others advice.

3. Buying in with 5’s and 10’s

If you are playing a $25 table, buy in with appropriate currency like 100’s, 50’s, or 20’s. Buying in with 5’s and 10’s is amateur hour

2. Bringing crumpled bills to the table

This is even worse. There are those that will bring out crumpled bills regardless of the denomination as if those bills were in your pocket for the last month or two. While its nice if the bills were fresh out of the ATM, we know that is not always possible. But by the same token they should not be crumpled up either.

1. No tip

I know this is a contentious issue with some, but dealers get 30-40% of their income from tips. If someone wins big and they cannot or will not share the love with the dealer, that is the biggest pet peeve of them all. Thank you for letting me get these things off my chest. We all have our crosses to bear but I just wanted to let you know what irks dealers in our day-to-day activities. Good luck at the tables and don’t forget to tip the dealer. 29

Feature: Shaun McCamley

The End of Static Casino Management Why Continuous Monitoring, Rapid Adjustment, and Real-Time Decision Making Are Becoming Essential for Land-Based Casino Success By Shaun McCamley

hroughout my consulting career, one of the most common requests I receive from casino operators is to review their operation and identify opportunities to improve bottom-line performance. The conversation often begins with concerns about declining revenues, rising operating costs, changing customer behaviour, or increasing competitive pressures. More often than not, management believes the solution lies in new marketing initiatives, additional reporting, or the latest technology platform. Yet after nearly five decades in the gaming industry, I have learned that the answer is rarely that simple. Having started my gaming career as a dealer in one of London's Mayfair casinos during the 1970s, I have witnessed the industry evolve through multiple 30

generations of change. I have seen casinos move from manual processes to sophisticated management systems, from locally focused operations to internationally integrated resort businesses, and from paper-based reporting to real-time analytics capable of tracking almost every aspect of an operation. Despite these advances, one challenge has remained remarkably consistent. Many casinos continue to manage their businesses using operational models designed for a different era. For decades, casino management operated within a relatively predictable framework. Revenue performance was reviewed through daily reports. Labour costs were analysed weekly. Marketing campaigns were planned months in advance. Gaming floor changes were implemented periodically, often www.casinolifemagazine.com

Feature: Shaun McCamley only after management had sufficient historical data to justify a decision. The industry moved at a pace that allowed operators time to review, discuss, plan and execute. For many years this approach worked. Competition was more limited. Customer behaviour was relatively stable. New entertainment options emerged slowly. Operators could afford to analyse yesterday's results before deciding what to do tomorrow. Today's environment is fundamentally different. Customers have more entertainment choices than ever before. Competition now extends far beyond the casino across town and includes online gaming, sports betting, social gaming, streaming services, esports, mobile entertainment and countless other leisure activities competing for the same discretionary spending. At the same time, customer expectations have been transformed by technology. Consumers now live in a world of instant communication, personalised experiences, real-time recommendations and immediate gratification. They expect businesses to understand their preferences and respond quickly to their needs. They expect seamless experiences, immediate recognition and a level of service that adapts to their behaviour. The challenge for casino operators is that many management practices have failed to evolve at the same pace.

Too many properties continue to operate using static management models characterised by periodic reviews, delayed decision-making and reactive responses to emerging challenges. By the time a problem is identified through traditional reporting mechanisms, the opportunity to address it may already have passed. This is why the traditional approach to casino management is rapidly becoming obsolete. The modern casino requires continuous monitoring, rapid adjustment and real-time decision-making. However, technology alone is not the answer. The most successful operators understand that realtime visibility must be supported by structured Change Management processes designed to continuously review, challenge and improve operational performance. Data can identify opportunities and highlight problems, but only effective leadership, operational discipline and a willingness to embrace Volume 22: Issue 190

change can convert those insights into measurable results. The future casino will not be managed through intuition alone, nor through technology alone. It will be managed through a combination of experienced leadership, structured Change Management, operational excellence, and real-time business intelligence, enabling operators to identify opportunities and implement improvements faster than ever before. In many respects, this marks the end of static casino management and the beginning of a new era in which continuous improvement becomes an everyday management discipline rather than an occasional strategic exercise.

Why Static Management Is Failing

The casino industry has always been highly competitive, but the pace of change facing operators today is unlike anything seen before. Historically, casino management was largely retrospective. Daily revenue reports, weekly management meetings, monthly performance reviews, and annual budgeting cycles formed the backbone of operational decision-making. Performance was measured after the event, trends were identified over time, and corrective actions were implemented through structured planning processes. For many years, this approach was effective. Customer behaviour was relatively predictable, competition was limited, and market conditions evolved gradually. Operators had sufficient time to analyse results, develop responses, and implement changes without significantly impacting overall business performance. That environment no longer exists. Today's casino customer is exposed to an unprecedented range of entertainment options. Online gaming, sports betting, social gaming platforms, mobile applications, streaming services, esports, and digital entertainment products are all competing for the same discretionary spending that casinos once enjoyed almost exclusively. At the same time, customer expectations have changed dramatically. Players expect personalised experiences, immediate recognition, seamless service, and offers that reflect their individual preferences. They have become accustomed to businesses responding in real

Feature: Shaun McCamley

time and increasingly view delays, inefficiencies, and generic experiences as unacceptable. Operational challenges and revenue opportunities now emerge far more quickly than they once did. A competitor can launch a new promotion overnight, customer visitation patterns can shift within weeks, and an ineffective marketing campaign can consume significant budget before traditional reporting identifies the problem. Changes in customer demographics, gaming preferences, and labour availability can impact performance almost immediately. Yet many casino operators continue to rely on management systems and reporting processes

designed for a slower era. By the time month-end reports are reviewed, valuable customers may already have reduced visitation, revenue opportunities may have been missed, and operational inefficiencies may have become embedded within the business. This is the difference between reactive and proactive management. Reactive organisations spend their time explaining what happened. Proactive organisations focus on understanding what is happening and what is likely to happen next. Leading operators increasingly recognise that continuous monitoring, rapid adjustment, and real-time decisionmaking are no longer competitive advantages – they are operational necessities. In an environment where customer behaviour, market conditions, and competitive pressures can change rapidly, waiting to review performance after the event is becoming one of the most costly management practices a casino can maintain. 32

Technology Has Become the Enabler of Continuous Improvement

While many operational challenges on today's casino floors still stem from people, processes, training, supervision, and execution, operators now have access to technology that previous generations of casino managers could only have dreamed of. Modern casino management systems, player tracking platforms, business intelligence tools, labour management software, surveillance analytics, AIdriven reporting engines, and customer engagement platforms provide unprecedented visibility into virtually every aspect of a casino operation. Today, an operator can monitor gaming revenue by the hour, track table occupancy in real time, analyse player visitation patterns, measure campaign performance, optimise labour deployment, monitor loyalty engagement, and identify emerging trends long before they become visible in traditional reporting. This represents a significant shift from the management environment in which many of us grew up. When I first entered the industry, management decisions were largely based on observation, experience, manual reporting, and instinct. While experience remains invaluable, today's technology allows operators to validate assumptions with data and respond far more quickly than ever before. The challenge is not a lack of technology. The challenge is ensuring that technology becomes part of an ongoing Change Management framework rather than simply another reporting tool. There is little value in receiving real-time alerts about declining table

www.casinolifemagazine.com

Feature: Shaun McCamley occupancy if management does not investigate the underlying cause.

From Reporting to Action

Identifying underperforming games, inefficient staffing levels, declining customer visitation, or weak loyalty engagement creates value only when it leads to corrective action. The strongest operators therefore treat technology as an operational decision-support platform, not merely as another reporting tool. The process is straightforward: • Technology identifies opportunities and highlights emerging risks. • Management investigates the cause and implements change. • Continuous monitoring measures the impact of those changes. • The cycle repeats, creating a disciplined rhythm of review, action, and improvement. This approach creates a culture of continuous improvement, where operational performance is constantly reviewed, refined, and optimised. In many respects, this disciplined cycle marks the true end of static casino management.

Labour Optimisation and Revenue Enhancement

One of the greatest opportunities available to casino

operators today remains labour optimisation. Labour is typically one of the largest operating expenses within any casino operation, yet surprisingly few organisations fully understand the relationship between staffing deployment, productivity, customer service, and revenue generation. Historically, labour scheduling was often based on experience, habit, or historical staffing models that were rarely challenged. Many properties continue to operate using schedules and supervision structures developed years ago under very different business conditions.

Key Questions for Labour Optimisation

A structured Change Management process gives operators the discipline to test long-standing assumptions about staffing, supervision, and deployment. The following questions are especially Volume 22: Issue 190

important: • Are staffing levels aligned with actual customer demand? • Are supervisory structures appropriate for current operating conditions? • Are gaming pits staffed efficiently throughout the day? • Do dealer rotations maximise productivity while maintaining service standards? • Are labour resources being deployed where they create the greatest customer value? The answers are often revealing because they expose gaps between legacy operating practices and current customer demand. Over the years, I have participated in numerous operational reviews in which relatively minor adjustments to labour deployment, scheduling practices, game mix, operating hours, or supervisory structures have generated meaningful improvements in both productivity and profitability. The objective is not simply to reduce labour costs, the objective is to optimise labour investment. The best operators understand that labour is not merely a cost centre. It is a revenue-generating asset. Well-trained, highly engaged employees operating within efficient systems create better customer experiences, faster game pace, stronger customer retention, and ultimately higher revenue performance.

The Rise of the Real-Time Casino

The traditional casino management model relied heavily on historical reporting. Decisions were often made days or even weeks after events had occurred, limiting management's ability to respond to changing conditions. Today's leading operators are adopting a different approach – one built on real-time operational intelligence. By continuously monitoring key performance indicators such as gaming revenue, customer engagement, marketing effectiveness, and operational efficiency, management teams gain a live view of business performance throughout the day. This level of visibility fundamentally changes how casinos operate. Rather than waiting for scheduled reporting cycles, operators can identify emerging trends, address performance issues, and capitalise on opportunities as they occur. A declining customer 33

Feature: Shaun McCamley segment can be recognised early, a struggling promotion adjusted immediately, and successful campaigns expanded while momentum remains high. The real value of continuous monitoring is not simply having more data. It is having the ability to make informed decisions faster. In an increasingly competitive market, speed has become a strategic advantage – not reckless speed, but the ability to act on reliable information before competitors do. That capability is rapidly becoming one of the defining characteristics of high-performing casino organisations.

The New Role of Casino Leadership

Perhaps the greatest transformation occurring within the casino industry today is the changing role of leadership. Traditionally, executives were responsible for reviewing reports, assessing performance, and making strategic decisions based largely on historical information. While these responsibilities remain important, they are no longer sufficient in an increasingly dynamic and competitive operating environment. Today's leaders must become architects of organisational agility. Their role extends beyond managing performance to creating an environment where information flows quickly, decisions are made efficiently, and operational adjustments can occur without unnecessary layers of bureaucracy. Success is no longer determined solely by the quality of strategic planning, but by an organisation's ability to respond rapidly to changing market conditions, customer behaviours, and competitive pressures. Achieving this requires a different mindset. Effective leaders must be willing to challenge established practices, encourage continuous improvement, and question assumptions that may have gone untested for years. Rather than protecting existing processes, they must foster a culture that embraces adaptation and innovation as normal business practice. Most importantly, leaders must recognise that change is no longer an occasional event triggered by market disruption or economic cycles. Change has become a permanent operating condition. The most successful organisations are not necessarily those with the largest budgets, newest facilities, or most advanced technology. They are the organisations that can adapt, evolve, and execute faster than their competitors. 34

AI and Decision Support Systems

Artificial Intelligence is set to become an increasingly vital player in casino operations over the next decade. However, there’s a notable trend in certain industry circles of overestimating what AI can achieve on its own. AI should not be seen as a substitute for operational expertise, leadership, or effective management. Its true strength lies in its ability to process vast amounts of information, spot patterns, detect anomalies, and generate insights that might be difficult for humans to uncover through traditional reporting methods. It can reveal shifts in customer behavior, highlight relationships between operational variables, and provide predictive intelligence that empowers management teams to anticipate challenges and seize opportunities before they become evident through conventional analysis. These capabilities hold tremendous value. They enable operators to make informed decisions, react swiftly to changing conditions, and gain a deeper understanding of the factors driving business performance. Yet it’s important to remember that AI is just a tool, not a magic solution. Insights alone won’t boost performance; recommendations need to be acted upon to drive results. The crucial link between insights and outcomes lies in management's ability to interpret that information, exercise judgment, and take effective action. The operators who stand to gain the most from Artificial Intelligence won’t be those looking to automate decision-making entirely. Instead, it will be the organisations that successfully blend AI-driven insights with seasoned leadership, strong operational discipline, and structured change management processes. Technology can enhance decisionmaking, but lasting performance improvements will ultimately depend on the talent of the people making those decisions and the organisation’s capacity to implement change effectively.

The Future Operating Model

The casino of the future is set to look quite different from the operating models that have shaped the industry for so long. Management will shift towards a more proactive approach, moving away from being reactive. Decision-making will speed up, and operational reviews will become an ongoing process rather than a periodic task. Additionally, technology www.casinolifemagazine.com

Feature: Shaun McCamley

platforms will become more integrated, data visibility will expand, and Artificial Intelligence will enhance its ability to deliver predictive insights that support smarter business decisions. Despite these advancements, the core principles of successful casino management will remain surprisingly consistent. Customers will always expect top-notch service, employees will still need strong leadership and training, and gaming operations will continue to rely

on efficiency, integrity, and professionalism. Revenue growth will hinge on an operator's ability to craft compelling customer experiences and foster lasting relationships with patrons. While technology will play a crucial role in achieving these goals, it will not overshadow them. Operators poised for long-term success will be those that skillfully blend technological innovation with effective leadership, disciplined execution, and a commitment to ongoing improvement. In an industry where change has become a constant, the ability to adapt swiftly and efficiently may well prove to be the ultimate competitive edge.

Conclusion

The casino industry is entering a new era. Continuous monitoring, rapid adjustment, and real-time decisionmaking are no longer competitive advantages – they are becoming operational necessities. The age of static casino management is ending. Volume 22: Issue 190

This transformation is not fundamentally about technology. It is about building organisations capable of identifying opportunities faster, responding to challenges sooner, and adapting continuously to changing market conditions. Technology provides visibility. Data delivers insight. Artificial Intelligence enhances decision-making. But leadership, change management, and execution remain the factors that determine outcomes. The operators that succeed in the years ahead will not necessarily be those with the largest technology budgets or the most sophisticated systems. They will be those that combine modern tools with strong leadership, operational discipline, and a culture of continuous improvement. Their advantage will come from how effectively they act on information, not simply how much information they possess. The fundamentals of successful casino management remain unchanged: exceptional customer experiences, well-trained employees, efficient operations, and strong leadership. What has changed is the speed at which organisations must identify problems, implement solutions, and adapt to an increasingly dynamic marketplace. Those who embrace this reality will prosper. Those who do not risk managing yesterday's casino in tomorrow's market.

Feature: 1xBet

Integrity Belongs In The Business DNA Chris Bird, 1xCare Advisory Committee Member, on integrity, responsibility and the future of betting. By Alan White

hris Bird is a member of the 1xCare Advisory Committee, a dedicated non-profit initiative focused on player protection, responsible gambling and harm prevention across the global industry. His career spans sport and media, including former director roles at Manchester City and JDSports PLC. He is CEO of the Raheem Sterling Foundation. The industry talks constantly about integrity. What does it actually mean in practice, and where do initiatives like SBC and 1xCare fit? It is fundamental. I always say that integrity isn't a heading on a proposal. Integrity isn't a badge you wear. It is something you have to live by and deliver. That is where 1xBet sits now. Integrity isn't a line in a board pack, it is part of the DNA of the business. That is why I was delighted to get involved, because you don't often meet companies genuinely committed to doing things a new way. Plenty of people talk about sports integrity, but I'm not sure they all understand what sports integrity and customer integrity really mean. The PR people have probably told them. 1xCare actually understands it.

Chris Bird 1xCare Advisory Committee Member 36

You have worked in this industry a long time. What has changed most in the past year? Communities are developing more than ever. The way brands communicate with the end user is getting more sophisticated, and it is building relationships. Those relationships have to be built on trust and integrity. The winners now are the ones that have real values and deliver real value. They want to grow in a structured way that gives customers and players the best it can, and they do it responsibly. www.casinolifemagazine.com

Feature: 1xBet What role should operators play in safeguarding sport, and how should they work with regulators and governing bodies? Be at the top table. Don't be on the periphery. The days when anyone in this sector could sit on the sidelines have gone. You have to be on the pitch, you have to be one of the players, and you have to bring something to the game. That is what 1xBet is doing, and other brands are starting to switch on to it. You have to engage with the governing bodies and the authorities. If we all work together and understand what each of us is doing, the end user wins. If it stays fragmented, we never get to the same place. It is a team game, and we all want the same thing: good gaming and safeguarding.

you share nothing. There will always be elements of IP and tech that nobody wants to give away, but on what works and what doesn't, people will talk. 1xBet are drilling down on sports integrity governance, and that knowledge sharing will only go further.

How is AI changing the way suspicious betting patterns are identified? AI is changing the way we all work and live, in business and out of it. The tools available now add a layer of security, creativity and research, and they can speed the process up. AI gets you to a point faster than manpower alone. The key is that oversight always has to be real people in real time. AI is there to enhance the delivery and the service, not to replace the judgement.

How do you balance strong compliance with keeping regulated markets competitive? I'm not sure I would call it striking a balance. You do things the right way and you start as you mean to go on. It comes back to integrity. You can't be half pregnant: you either have integrity or you don't. It has to operate at every level. If you are regulated, you work openly, with open dialogue, and you show integrity through actions, not words.

How important is education to the integrity picture? Absolutely top of the list. It is at the heart of what we are doing. This isn't only about educating players, customers and organisations. It is about building educational programmes for young people too. Over the next few months people will see those ideas develop, and see how serious we are about it.

Where do the greatest risks around match fixing lie, and how does the industry stay ahead?

You were at iGB Live. What has impressed you on the show floor? Every year there is something new, and plenty of it. This industry understands that the consumer

Is there enough information sharing between operators? You can't work in isolation, and there is room for everybody. At iGB Live it is remarkable to see the brands talking and sharing ideas. There is a real connection here. It is like football: you used to share everything, and now, because of technology,

What is your vision for betting integrity over the next five years? This sector takes its share of criticism, but the more you dig, the more good you find. The game changer is education. Not only educating players and customers, but the people who want to come into the industry. You will see a new way of educating and opening up gaming as a genuine career, with educational institutions starting to partner with the sector.

Crime is always there. What matters is how you deal with it. You need checks and balances, a sports integrity mindset, and everyone going through the right checks so anomalies get caught quickly. It comes down to having layers of process in place. The operators that don't will have a problem. The ones that do will keep match fixing and criminal activity to a minimum. People are working smarter now, with more collaboration and shared intelligence, and working with the authorities and governing bodies is central to that.

Volume 22: Issue 190

is always looking for something different. It is a sports entertainment business. People play to win or to be involved, and it is a community. The area that excites me is the prediction market. Media organisations are buying into it and it could be very strong. My own radio station has two young sports presenters posting predictions daily, and the engagement is phenomenal.

Meet Global Gaming Leaders Get Into Casino Life & Sports Betting Operator TV

Gain exclusive insights from Presidents, CEOs, Owners, and Senior Management at the world’s leading resort casino and sportsbook operators.

Feature: Compliance

The Danger Behind Perfect Compliance

The greatest fraud risks often hide behind flawless controls. Discover why internal auditors must look beyond compliance to uncover what others miss. By Brandon Loeschner, RubinBrownLLP

uring a routine internal audit, everything appeared to be in order. Reconciliations were completed on time. Approvals were present and documented. Reports were generated consistently. On the surface, the control environment reflected discipline and compliance exactly what auditors expect to see. And yet, something didn’t sit right. As the audit team moved beyond checklists and into data analysis, a subtle but persistent pattern began to emerge: an unusually high volume of financial adjustments. Individually, none were material. Collectively, however, they painted a different story, one that didn’t align with the nature or stability of the business. Volume 22: Issue 190

When questioned, the process owner responded with confidence: “Everything is working exactly as designed.” That statement, instead of reassuring the audit team, became the turning point.

Where Fraud Enters the Conversation

The most telling element in this scenario is not just the data; it’s the combination of data and response. At first glance, a high volume of small, immaterial adjustments may appear to reflect process inefficiencies or system limitations. However, from an internal audit perspective, this pattern raises a more serious question. Fraud rarely presents itself through large, obvious misstatements. More often, it evolves 39

Feature: Compliance through repetitive, low-visibility actions that individually are overlooked but collectively shape outcomes.

The Modern Fraud Landscape: Persistent, Evolving, and Underestimated

Recent guidance from the Anti-Fraud Collaboration, and related thought leadership, highlights a clear and sobering truth: fraud risk is increasing in both frequency and sophistication across industries. Organizations are navigating a perfect storm: • Rapid technological change • Increasingly complex business models • Economic and geopolitical pressures • Expanding digital ecosystems and data environments Together, these forces are not only creating new and more agile pathways for fraud but are also exposing the limitations of traditional control frameworks, which were not designed to operate at today’s speed, complexity, or level of interconnectivity. The data underscores the urgency and scale of the challenge: • Nearly two-thirds of professionals report that fraud levels have increased in recent years and expect this trajectory to continue. • U.S. public companies are estimated to lose more than 1% of annual revenue to known fraud, representing a persistent and material erosion of value. • Internal audit is consistently identified as the front line of fraud detection and prevention, reinforcing both its critical importance and the growing demands placed on the function.

Known fraud represents only the visible portion of the threat. Because fraud is designed to evade detection, organizations must assume that some risks and incidents remain undiscovered, making effective fraud management as much about identifying hidden vulnerabilities as responding to detected cases.

The Expanding Role of Internal Audit in Fraud Risk Management

Traditionally, internal audit has been viewed as a compliance-focused function centered on control testing and assurance. That paradigm is no longer sufficient. Leading organizations are redefining internal 40

audits as a strategic business partner. One that is focused on value creation, not just validation of controls or compliance, but a department sought out to anticipates risk and challenges of the status quo. Today, internal audit is increasingly expected to provide forward-looking insight into emerging fraud threats and systemic vulnerabilities. According to the Anti-Fraud Collaboration, its role is critical in: • Evaluating the strength and effectiveness of fraud risk governance frameworks • Assessing whether internal controls are truly operating as intended not just designed appropriately • Challenging management assumptions and uncovering blind spots • Leveraging data analytics to identify stress-fractures in the control framework, before it’s a complete break down • Strengthening fraud deterrence by increasing transparency, accountability, and oversight More importantly, according to the Occupational Fraud 2024: A Report to the Nations by the Association of Certified Fraud Examiners (ACFE), organizations with a mature internal audit function see tangible benefits: • Fraud losses are reduced by approximately 43% • Fraud schemes are detected 50% faster This is not simply about compliance; it’s about protecting enterprise value.

Professional Skepticism: The Most Underrated Control

At the heart of effective fraud risk management is a principle that is frequently cited-but too often absent in practice: professional skepticism. Professional skepticism is a disciplined refusal to accept information at face value, it is the mindset that separates superficial assurance from meaningful risk detection. It requires auditors and risk professionals to: • Question inconsistencies • Validate assumptions • Seek independent evidence • Remain alert to subtle anomalies Without this mindset, even the most sophisticated audit frameworks become ineffective, reduced to “check-the-box” exercises that create the illusion of oversight while risk quietly builds. www.casinolifemagazine.com

Feature: Compliance

From Insight to Action: Five Practical Steps for Strengthening Fraud Risk Management

• Consistently ask: What could go wrong and how would it actually happen?

monitoring, and control overrides remain among the most common enablers of fraud across organizations. The following five steps provide an immediate, practical path to strengthening fraud risk management: 1. Reassess the Fraud Risk Framework • Conduct a fresh, forward-looking fraud risk assessment aligned to current business realities • Challenge long-standing assumptions, particularly in areas historically deemed “low risk” • Incorporate cross-functional perspectives to uncover blind spots

signals, not just transactions • Use data to independently validate management’s assumptions and risk narratives

While organizations often focus on pressure and rationalization, the most actionable factor is opportunity, the one area internal audit and management can directly influence. Weak segregation of duties, excessive access privileges, ineffective

2. Embed Fraud Thinking into Audit Planning • Integrate fraud risk considerations into every audit engagement, not as an afterthought, but as a core objective • Use structured fraud brainstorming to identify realistic schemes and vulnerabilities Volume 22: Issue 190

3. Leverage Data Analytics and AI tools Purposefully • Move beyond sampling and analyze full populations to uncover hidden anomalies • Focus on patterns, outliers, and behavioral

4. Reduce Opportunity Through Stronger Controls • Rigorously evaluate access controls and system permissions • Enforce meaningful segregation of duties across critical processes • Implement continuous monitoring to identify issues in near real time 5. Build a Culture That Detects and Deters • Invest in ongoing, role-specific fraud awareness and training • Foster an environment where questioning is expected, not discouraged • Empower employees to escalate concerns without fear of retaliation 41

Feature: Compliance

Looking Ahead: Fraud Risk as a Strategic Imperative

The organizations that will be most resilient in the years ahead will not be those with the greatest number of controls but those with the most intelligent, adaptive, and relentlessly skeptical risk functions. In this environment, internal audit is no longer a support function, it is a strategic enabler. When positioned effectively, it becomes a catalyst for enterprise-wide resilience by: • Closing the gap between strategy and risk execution • Delivering timely, actionable insight into emerging and evolving threats • Equipping leadership with the independent perspective needed to make better, more informed decisions under uncertainty The stakes have fundamentally changed. Fraud is no longer confined to operational disruption, it has become a strategic threat with direct and measurable impact on financial performance, organizational reputation, and stakeholder trust. Organizations that fail to recognize this shift risk systemic exposure.

Conclusion: Seeing What Others Miss

Returning to the opening story, the organization did not fail due to a lack of controls, talent, or oversight. It failed because it did not pause to confront a fundamental question: Does this actually make sense?” Simple, direct, and often uncomfortable, this question remains one of the most powerful tools in fraud detection. When applied with rigor, data, and experience, it distinguishes organizations that identify risk early from those that uncover it only after significant damage has occurred. In today’s environment, fraud risk management cannot be confined to compliance or routine assurance. It requires constant vigilance, true skepticism, and a deliberate shift toward proactive, intelligenceled risk management. Organizations that move decisively strengthening capabilities, challenging assumptions, and leveraging experienced perspectives gain a meaningful and lasting advantage.

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Feature: Legislation

France's Gambling Growth Paradox

Market growth continues as pressure mounts for online casino reform. By Eugene Gerden

espite remaining one of only two EU countries to prohibit online casino gaming, France's gambling market continues to post solid growth, fuelled by online lotteries, sports betting and renewed investment in the land-based casino sector. In 2025, France's gambling industry recorded a 3% increase in gross gaming revenue (GGR), driven primarily by strong growth in online lottery products and sports betting. According to figures published by the French National Gaming Authority (ANJ), the sector generated €14.1 billion in GGR during 2025, placing France alongside the UK and Italy among Europe's largest regulated gambling markets. The online segment accounted for 18.5% of total market revenue, compared with around 12% in 2024. 46

Land-based casinos generated €2.8 billion in revenue, an increase of 3.4%, while recording 31.6 million visits, up 2% year-on-year. The industry's positive performance has continued into 2026, with many stakeholders hoping the government will revisit the longdebated issue of regulating online casino gaming. France remains, alongside Cyprus, the only European Union member state without a regulated online casino market. As a result, illegal online gambling continues to flourish, with industry experts and policymakers warning that a substantial share of French online casino activity has migrated to unlicensed offshore operators. www.casinolifemagazine.com

Feature: Legislation

According to a study commissioned by the ANJ, the illegal online gambling market in France generates between €748 million and €1.5 billion in gross gaming revenue annually, representing between 5% and 11% of the country's overall gambling market. The study also estimates that around three million people in France regularly use unlicensed online casino websites. Despite these figures, proposals to legalise online casinos continue to face strong opposition from landbased casino operators, who argue that such a move would significantly reduce their revenues and threaten the viability of many existing establishments.

Grégory Rabuel, President of Casinos de France and CEO of the Barrière Group, has repeatedly warned that opening the online casino market could reduce land-based casino GGR by between 20% and 30%, leading to the closure of around one-third of French casinos. "There will be catastrophic consequences, particularly social ones: it is estimated that 15,000 jobs will be lost. More broadly, this amounts to signing the death warrant for land-based casinos," he warned. Independent analysts, however, take a different view. They argue that a regulated online casino market would have only a limited impact on land-based operators while generating substantial additional tax revenues for the state. Estimates suggest that legalisation could deliver around €1 billion in additional annual public revenue. Under previous legislative proposals, online casino operators would be taxed at 55.6% of gross gaming Volume 22: Issue 190

revenue, matching the tax rate currently applied to online lottery products. While online casino gaming remains prohibited, France's land-based casino sector continues to expand through investment in new developments. One recent example is the Cogit Group, France's fifthlargest casino operator, which has announced plans to invest €39 million in the construction of a new casino in Le Lion-d'Angers. The project will become the largest casino in the group's portfolio. Construction is expected to begin in 2027, with the venue scheduled to open in 2029 under a 20-year public service delegation agreement. Meanwhile, French regulators continue to focus on strengthening the country's gambling framework. The ANJ has identified 2026 as an important year for further regulatory reforms aimed at promoting safer gambling while encouraging a more sustainable and socially responsible gambling environment. This was recently reaffirmed by Isabelle FalquePierrotin, President of the ANJ, who stated that "it is essential to continue the shift towards a less intensive gambling model and to propose adjustments to the current regulatory framework in order to lower the temperature of gambling." Particular attention will be paid to younger adults following recent surveys showing increased gambling participation among this demographic, a trend that regulators partly attribute to the growing intensity of gambling advertising. The ANJ has indicated that protecting younger consumers and encouraging more responsible gambling behaviour will remain among its principal regulatory priorities over the coming years. 47

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Feature: Raymond Chan

Exit Strategy for Early Ventures

Why the most successful founders don't just build companies, they build businesses designed to create maximum long-term value and a successful exit. By Raymond Chan

n research-based entrepreneurship, product-market fit and scalable growth are only mid-term milestones. Once a venture establishes reliable traction and predictable commercial adoption, the longterm strategic question shifts from “How do we scale our customer base?” to “How do we design and execute a deliberate exit aligned with founding, investor, and stakeholder objectives?” An exit strategy is the forward-looking roadmap that aligns daily operations, financial planning, product development, and stakeholder alignment toward a defined liquidity outcome—without compromising near-term growth, operational stability, or core innovation value. The Exit Sequence: De-Risking Long-Term Liquidity For early ventures, an exit strategy is not merely a distant end goal. It is a foundational operating system. Disciplined founders should treat exit planning as a core business discipline – tracking value drivers,

eliminating structural deal friction, and making liquidity outcomes intentional rather than accidental. Many early-stage founders delay exit planning until outside investors push for liquidity, leaving the venture reactive rather than strategic. They focus solely on quarterly growth metrics and ignore long-term value creation levers, which creates costly bottlenecks when acquisition or IPO conversations begin. A structured, staged exit roadmap de-risks liquidity by building exit readiness incrementally, with each phase delivering tangible, marketable value: • From early traction to value baseline: Lay the foundational financial and operational records that acquirers and investors prioritize. Early planning formalizes unit economics, customer retention data, intellectual property ownership, and governance structures to avoid messy restructuring later. This stage transforms informal pilot success into auditable, defensible business value. Volume 22: Issue 190

• From scalable growth to differentiated asset value: Pure user growth fails to drive premium exit valuations. Founders must build unique, hard-toreplicate assets – proprietary research pipelines, exclusive customer partnerships, regulatory approvals, proprietary technology stacks, or proprietary market data. Every growth initiative should amplify the venture’s competitive moat, a key driver of acquisition premiums. • From differentiated assets to exit-ready operations: A business built for growth is not automatically built for sale. This phase standardizes workflows, formalizes customer contracts, cleans cap table structures, documents all IP, and establishes repeatable financial reporting. The goal is to eliminate due diligence risks that can derail deals or slash valuation offers. 49

Feature: Raymond Chan • From exit readiness to targeted liquidity execution: Once the venture demonstrates consistent, defensible value, teams narrow their target exit pathways – strategic acquisition by industry incumbents, private equity buyout, secondary share sale, or long-term IPO. This stage builds relationships with potential buyers, bankers, and legal advisors, pre-emptively addressing deal barriers to streamline transaction timelines. When founders integrate exit planning into every growth phase, every operational investment builds toward a clear liquidity outcome, rather than generating short-term revenue with no transferable asset value.

Stakeholder-Aligned Exit Design: Aligning Founders, Investors, and Teams

In research-backed deep tech ventures, exits fail to deliver satisfying returns when stakeholder priorities conflict. An effective exit strategy must continuously resolve core alignment questions from the earliest days of operation: What exit timeline balances founder vision and investor return horizons? Venture capital, angel investors, and academic knowledge-transfer partners each hold distinct liquidity timelines. Early exit planning locks in flexible terms to avoid forced fire sales when investors reach fund expiration windows. Which exit pathway maximizes the venture’s unique innovation value? A lab-originated deep tech startup with proprietary patents may command far higher multiples via strategic corporate acquisition than an IPO, while a horizontal SaaS platform with recurring revenue may be better positioned for public listing. What core assets must be protected during a transaction? Founders often seek to preserve research autonomy, team retention, and product mission post-exit; acquirers prioritize IP ownership, customer pipelines, and delivery capacity. A pre-planned exit framework builds guardrails to protect both sides’ core interests. 50

How to mitigate team retention risk through liquidity events? Employee equity, retention bonuses, and posttransaction role clarity are built into long-term planning to prevent key engineering and research talent from departing during M&A or public market preparation. When exit frameworks are built around aligned stakeholder priorities – not only near-term revenue targets – liquidity outcomes deliver consistent value to every contributor to the venture’s success. The core objective is to eliminate random deal risk. When exit readiness is baked into daily operations, valuation ranges become predictable, and transaction timelines shrink drastically when liquidity opportunities emerge.

Conclusion

Exit Strategy for Early Ventures centers on building transferable, defensible long-term value from the first day of commercial traction, rather than treating liquidity as a distant afterthought. It demands a staged planning sequence – from establishing a clean value baseline, to building differentiated competitive assets, to standardizing exit-ready operations, and finally executing targeted liquidity transactions. Research-founded startups achieve superior exit outcomes when they align founder, investor, and team incentives, embed exit readiness into core operational workflows, and measure success through asset-value metrics instead of superficial growth vanity indicators. Ultimately, exit planning is not a separate endstage project after scaling. It is the long-term strategic layer that determines whether a venture’s technical innovation translates into tangible, sustainable liquidity for all its stakeholders.

ABOUT RAYMOND CHAN Raymond is a software engineer by profession, currently on a mission with global universities to advance deep tech innovation and knowledge transfer. Prior to joining academia, he co-founded two prosperous startups in USA and China respectively and served as director and CEO to lead their electronic gaming businesses from 2007 to 2018. Earlier in his career, Raymond was the founding member of the business intelligence team at E*TRADE from Morgan Stanley and played a pivotal role in designing the customer intelligence system for TiVo and a Berkshire Hathaway company in Silicon Valley. www.casinolifemagazine.com

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