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AGEM
AGEM Member Profiles
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SUZOHAPP Group
suzohapp.com
SUZOHAPP is a world leader in the manufacturing and distribution of gaming, amusement and sports betting products. Serving operators and OEMs for over 60 years, SUZOHAPP carries a vast portfolio of components available for immediate distribution and for developing custom-built solutions.
Bronze Member Profile
Cammegh Limited
cammegh.com
Cammegh, a family-run business established in 1989, manufactures and develops roulette wheels and roulette technology, along with gaming signage, and has built up an enviable reputation for innovation, quality and impeccable customer service with a worldwide customer base.
Associate Member Profile
Asimex Global
asimexglobal.com
Asimex Global is a Mexican company providing international trade and logistics solutions between the American markets and the rest of the world, with operations in the main ports, borders and airports of the country, as well as in the United States, Central America and South America. • Over the past few months, AGEM’s Compliance, Responsible Gaming, Mexico and Government Affairs Committees have been meeting to update and discuss some of the key working initiatives. The Compliance Committee met recently, and the consensus among the group was to focus on trying to work more closely with the Pennsylvania Gaming Control Board, with a goal of making the gaming lab approval time for land-based and online innovations and products shorter and easier from an administrative standpoint. The Responsible Gaming Committee shared its responsible gaming concerns, including problem gambling risks associated with payment systems, potential regulations surrounding social games and a discussion on potentially establishing an advisory committee that would add more weight to industry initiatives. Finally, the Government Affairs Committee is reviewing and finalizing political contribution and donation strategy for Nevada. AGEM also plans to sponsor a cocktail reception at the National Black Caucus of State Legislators conference being held in Las Vegas November 28 to December 2. • Executive Director Daron Dorsey will be meeting in the coming weeks with Nevada GCB Technology Division Chief Jim Barbee and GCB Member Britnee Watkins, the board member now tasked with oversight responsibility for the Technology Division. These communications follow AGEM’s goal of providing an ongoing dialogue with regulatory stakeholders on current issues affecting the supplier sector and AGEM’s desire to arrange for annual or twice-yearly interface between regulatory stakeholders and AGEM members, whether at monthly meetings or via the Compliance Committee. • The Clarion/ECA Symposium took place in London recently at Les Ambassadeurs Casino. AGEM’s Director of Europe Tracy Cohen was in attendance along with a group of around 35 attendees, consisting of decision-makers representing both casino operators and suppliers. The format of the day followed a dynamic agenda consisting of an “open space” allowing participants to personally set their own talking points with a focus on paving the way for the industry’s success and to secure post-pandemic growth. The event provided a day full of high-level discussions, inspirational exchange and fruitful networking.
Forthcoming Events
• The AGEM Board of Directors/Voting Member Meeting was slated for August 31. This was the second meeting of FY23 with the more formal meeting format to conform with AGEM’s corporate governance requirements as a nonprofit corporation. At press time, the executive director and officers were finalizing the agenda to be sent out to attendees prior to the meeting. Items for discussion include an update of AGEM’s financial performance and overall operations, along with a discussion of the organization’s proposed charitable, philanthropic and advocacy initiatives. • The first stand-alone AGEM Holiday Reception will take place on November 17, 2022, at Panevino Ristorante in Las Vegas. Historically, this event immediately followed conclusion of the AGEM/McMonigle Cup golf tournament, but it was decided to hold a midweek “after work” event where people could meet and socialize in an informal atmosphere at a convenient venue. If this new format is successful, it could be adopted for similar events every quarter or twice yearly to provide a collaborative environment for networking among members outside of trade shows.
AGEMindex
AGEM is an international trade association representing manufacturers of electronic gaming devices, systems, lotteries and components for the gaming industry. The association works to further the interests of gaming equipment manufacturers throughout the world. Through political action, trade show partnerships, information dissemination and good corporate citizenship, the members of AGEM work together to create benefits for every company within the organization. Together, AGEM and its member organizations have assisted regulatory commissions and participated in the legislative process to solve problems and create a positive business environment. The AGEM Index rose by 51.54 points in July 2022 to 862.93, rebounding 6.4 percent from the previous month. Compared to one year ago, the index was down 62.39 points, or 6.7 percent. During the latest month, 10 of the 12 AGEM Index companies reported stock price increases, which resulted in 10 positive contributions to the AGEM Index and two negative contributions. The largest positive contributor to the monthly index was Crane Co. (NYSE: CR), which reported a 13.76-point gain to the index as a result of a 13 percent increase in its stock price. Aristocrat Leisure Limited (ASX: ALL) contributed an 11.6-point gain to the index due to a 2.7 percent increase in its stock price. The largest negative contribution to the index was sourced to PlayAGS Inc. (NYSE: AGS), whose 8.1 percent decline in stock price equated to a 0.27-point loss for the AGEM Index. All three major U.S. stock indices saw month-over-month increases in July 2022 after slipping across the board in the prior period. The NASDAQ rose by 12.3 percent from June, while the S&P 500 rose by 9.1 percent. Meanwhile, the Dow Jones Industrial Average grew 6.7 percent over the month.
Live Dealer is the hottest thing at online casinos because it replicates the real-life casino That’s Entertainment By Roger Gros
In the magnificently researched book by gaming historian David Schwartz, Roll the Bones: The History of Gambling, we read that the first casino in the world was in Venice—Ca’ Vendramin Calergi, also known as Casino di Venezia. The casino opened in 1638 and continued until 1774, when gambling was banned. Schwartz tells us that the games consisted of card and dice games, the identity of which are lost to time.
But clearly there were no slot machines—it was another 100 years or more after it closed before the first slot game was introduced by Charles Fey in San Francisco. But even then slot machines played only a minor role in the gaming halls of their time.
Table games have been the center of any casino for most of the history of casinos. Yes, the games changed. Faro was the most popular game in Fey’s time. And poker, of course, was the alluring game that fooled many an amateur gambler until he ran into a card shark.
Even when Nevada opened up gambling in 1931, slot machines were just an amenity to keep the wives of the high rollers occupied while the husbands wagered the serious money at the tables.
Today, of course, slot machines dominate the casino world—except perhaps in Asia, where the dedication to baccarat by most players keeps table game revenue front and center.
So when it came to online gambling, slot machines were the nobrainer decision. They are easily replicated and contain most of the graphics and sounds of the real-life game. For the online operator, the more the merrier, and there are often hundreds of slot games available to their customers at any given time.
But then table games became the ugly stepsister of iGaming. Yes, you need to have them because there are some smart players who know that slots are a loser for most gamblers and prefer to use their brains when gambling. But unlike slots, table games are not so easily replicated online. Yes, you can easily remake baccarat and roulette. In those games the player makes the decision where to bet and a simple RNG and basic graphics are all that’s needed. You can conceivably have thousands of people betting on one spin or hand.
Blackjack is different because each player needs to make a decision in turn, extending the time it takes to play a full hand. But again, basic graphics and an RNG that copies the theoretical payback percentage, and you’re in business.
But man against machine isn’t what live gaming is all about, so the search
—Todd Haushalter, Chief Product Officer, Evolution Gaming
—Edo Haitin, Managing Director of Live Dealer, Playtech
was on for the holy grail of live gaming online.
Todd Haushalter is the chief product officer for Evolution Gaming, the company that invented live dealer and now the dominant player in the B2B market. Haushalter was senior vice president of table games for MGM Resorts prior to joining Evolution.
“It started with taking one of those simple Logitech cameras, and putting it in front of a roulette wheel and having the woman spin,” he explains. “She’d manually enter the winning number and live casino was born. Yeah. Roulette was the first product.
“And remember in those days you didn’t have decent bandwidth; it was really pushing the technological boundaries. The founders of Evolution made a huge bet and they built five tables and they decided to run them 24/7—it’s labor intensive and nobody’s waking up in the morning looking for live dealer.
“And it’s not like we were getting premium placement on the websites at that time either. Sometimes a whole shift would go by and there would be no players. Money was tight, but then players started to slowly trickle in.”
But getting to the next level wasn’t about the money for live dealer; it was much more simple.
“Then you saw live casino get its own tab,” he says. “So you’d have sports, sports betting and then casino and then live casino. So that was a huge win.”
Evolution was able at the time to refocus on its goals when it gained that acceptance.
“The original mission was to bring the casino to online,” Haushalter says. “It took online gaming into a new genre where it lives today. Sure, it’s a hard business, because you’ve got half casino operations, and then half technical operations and video streaming. It’s a B2B business, so you’ve got to keep all your clients happy.”
Edo Haitin is managing director of live dealer for Playtech, a giant in the online gaming supplier field. He says Playtech got into live dealer about 15 years ago, and it was slow going at the start.
“In the beginning, it was really like a stepbrother or sister for the main casino,” he says. “The technology was different back then; we had to figure out what is live, what can be done with live, why even are we doing live? That was the industry. And it was like that for quite a while. When I joined live around six years ago, I think that was the era that it started to be more popular.
“But then the technology really changed. There was a boom in the streaming capabilities, and then it took off.”
Playtech live dealer set
Universal Appeal
So why wasn’t the player satisfied with the static electronic version of their favorite table game? After all, the odds are the same and the decisions come much quicker. The player decides when the cards are dealt, not the live dealer.
According to Oliver Bartlett, the director of gaming for BetMGM, it caters to what the players want.
“I think gambling at a table is quite familiar, almost as second nature, to a lot of Americans,” he says. “They prefer that kind of community feel, which obviously live casino gives far more than those RNG games. If I’m at the table with you, I can chat with you. I can chat with the dealer, and we
“Well at least it’s nasty messages instead of nasty el-can all have a good time, send out some virtual high bows in a real casino table,” he laughs. “But that’s whyfives and, and kind of win and lose together, which is we offer plenty of choices of blackjack games, differentan added element of fun.” rules, different limits. If a player wanted to play alone,
The “chat” is not actually a verbal chat; it’s chat they could search for a table which no one’s occupyingboxes embedded into the game where a player can chat at the moment. Or if a player prefers to play a lowerwith all or individual players via text messages. limit with other players, maybe just a short message and
Adam Glass, the director of B2B services for Rush say hitting on 16 against a six probably would not beStreet Interactive, the operator of BetRivers and Play- worth it.” Sugarhouse, believes live dealer is a big upgrade from Evolution supplies many of the online casinos in thethe RNG games. U.S. and around the world. But that doesn’t mean its
“The live-stream video is very unique in the sense it clients can’t put their brand on an Evolution-run game.gives the player the ability to interact not only with the Glass says there is extensive branding for both of thedealer, but with the other players at the table, just as if RSI online sites. you’re at a land-based casino. So many players actually “We have BetRivers and PlaySugarHouse, so we’vewant that. They want that feeling that they get from the got the two brands’ themes, logos, and color scheme.brick-and-mortar experience online to actually see the We have tables branded to both of our brands. And the cards being shuffled out in front of them and commu- ability to do that adds a layer of personalization, the cus-nicate with the folks sitting next to them. It adds a level tomization of the market, to the player. We can also tieof camaradarie and community, but most importantly, that branding to custom bonuses as well. So when aa level of trust of the betting experience, seeing those player has the dedicated table, the brand, the look, andcards fly in front of them. It’s as close to authentic as feel that they’re familiar with, it’s a good feeling whenpossible without being at the brick-and-mortar prop- you’re able to offer that product in any given market. Soerty.” we’ve done everything we can to push the communal feel. But looking into
It comes down to two elements, Haushalter says. your phone and watching a craps table, it’s just not as fun as the real thing.”
“The first is overwhelmingly trust,” he says. “People are risking their hard-earned money on an uncertain event, and you know how it goes. Dealer or Entertainer? When you’re sitting at the blackjack table, you don’t blame yourself, you Evolution Gaming employs thousands of live dealers around the world, withblame the guy sitting next to you. You’re always looking for somebody to studios in many different places. In the U.S. most regulators are requiring anyblame. I think the gambler really wants to ensure they got a good gamble. live studio to be located within the borders of that state. Haushalter says that’sIf it’s a pure RNG game, for a lot of people, that’s just not gonna cut it not a problem, because in addition to several European countries, Evolutionwhen the dealer pulls a digital card out of a digital shoe and draws a five- has studios in Canada, New Jersey, Michigan, Pennsylvania and Connecticut. card 21 to beat your 20. That doesn’t sit well with a lot of people. For Playtech, a studio was recently opened in Madrid, because Spanish reg-
“And a very close No. 2—it’s almost a tie—is the social element. Even ulators required it to be located in the country. Haitin says the stipulation hasif people don’t want to chat I think they just enjoy being around other its advantages and disadvantages. people. It’s a little bit like people will go to a bar to have a drink, but not “We have already completed two studios in New Jersey and Michigan, theto talk to anybody. They could have a drink at home, but they still like to third one is in the making in Pennsylvania,” he says. “It’s already a barrier togo to the bar and have a drink. So I think it satisfies the social appetite as entry, so if somebody new wants to come it’s going to be a long project, so itwell. And then of course, some people form full relationships with the has its challenges.”dealers and other players. You’re recognized by name, which is always a Recruiting dealers is also a challenge. In most of their jurisdictions, yougood thing.” can’t just advertise for dealers because it’s not like Las Vegas with experienced
Haitin says it’s even more deep than the simple connection. dealers on the dole, says Haushalter.
“Live dealer is a way to add to the player entertainment experience,” “We’ll target the universities,” he explains. “We hire a lot of young peoplehe says, “because eventually we’re providing an experience, not just a place because we need to hire on all three shifts, and not everybody wants to workto bet. If the player starts to lose, and suddenly is not enjoying himself, at nights. So if you’re a student, it works really well with your schedule in someleast he’s being entertained. They’re looking at it from that perspective.” cases. Maybe you can only work three or four days a week, and we can support
While it’s possible players could snipe at each other for making what that. If you want to work weekends, we can support that as well.”one might think was a bad decision, like taking the dealer’s bust card when After the potential dealers are recruited, they’re sent to a training academy. he’s showing a six, Bartlett says that has been few and far between in his “In some cases,” says Haushalter, “they don’t even know what a casino is.experience. They don’t know how to pull a card out of a shoe. They don’t know how to
“The live-stream video is very unique in the sense it gives the player the ability to interact not only with the dealer, but with the other players at the table, just as if you’re at a land-based casino. So many players actually want that.” —Adam Glass, Director of B2B Services, Rush Street Interactive
—Oliver Bartlett, Director of Gaming, BetMGM
spin a roulette ball. Nothing. But over the course of three weeks, a pretty intensive three weeks, we turn them into highly productive game presenters. Remember, they don’t have chips to deal with so that really narrows down the speed with which we can train. But they all have different challenges. They’re being filmed at all times and so you have to be friendly and the mistakes are quite hazardous because there could be a thousand people on your table! So the longer they’re with you, the fewer mistakes they make. And it’s really great when you can hold onto them as well, so we try to make a friendly environment that’s really enjoyable to work in.”
Haitian says the culture that the live dealer is addressing is also an issue.
“We are working to extend our studio portfolio all the time,” he says. “That’s our strategy because then you get different talents, different accents, different cultures. And that’s a big factor.”
Glass says the entertainment aspect of the job is the most important.
“We believe that a good dealer makes the experience so much more engaging,” he says. “Think about your experience at the brick-and-mortar property. The dealers that make the most tips are going to be the most engaging. They have great personalities, they’re fun to interact with. They tell great stories and they chat with you. It’s certainly just as much entertainment with a good dealer as it is playing the game itself too. So I think Evolution does a great job in training their dealers.”
The Name of the Game
All online casinos offer the standard games of baccarat, roulette and blackjack. The first two games have the advantage that you can host hundreds, even thousands of players at each table since there’s no decision to be made by the players after placing their bets. Blackjack, however, is different, and the normal seven spots at a real-life table are replicated online.
“Blackjack is the only capacity-constrained game,” says Bartlett. “We manage that capacity with Evolution and obviously looking at our own space. In Michigan, we launched with six private blackjack tables versus one roulette table and one baccarat table. We’ll always look at the capacity of those blackjack tables. If I need to go to 10 or 15 tables, we’ll work with Evolution to get them built.
“We also have another option in the live casino space called Infinite Blackjack. That’s a standard blackjack game with potentially 10,000 people betting on one hand, where decisions to hit and stand are left to the original player, so it kind of bridges the gap quite nicely between RNG electronic table games and the real version of blackjack.”
The wild card of traditional casino games is craps, but solutions are even being worked up for that game. Haushalter admits it’s a challenge.
“You feed off the energy of the other people at the craps table,” he says. “That’s just the reality. We’ve done our best to create a vibe, so we’ve built a set that looks like a 1920s underground speakeasy and you feel like it’s this underground table.”
As for the game play, says Haushalter, in many ways it’s better than land-based.
“It’s faster. We have a re-bet button so if all your numbers get taken down, you can immediately re-bet by pressing a button. It’s super easy. In one click you can see the user interface to explain to you what’s going on at all times. So in many ways it’s superior to the land-based experience.”
The Future of Live
Evolution Gaming has already given us a glimpse into the future with live “game shows.” They’ve converted the Deal or No Deal TV program into something you can bet on.
“We look for a central format of a game show,” says Haushalter. “For example, we’ve taken the Big Six wheel, peppered it with all kinds of different things that can happen, but some of those things take you off into this bonus game. It gives the player a lot to look at, with incredible variety.”
As a former land-based casino executive, Haushalter envisions ways that the game show concept could work in other areas.
“I also think it would be cool to see game shows go into actual casinos,” he says. “Yes, it’s not technically live casino, but it would be nice to see some product go the other direction.”
Bartlett says he’s looking forward to a game show-style game that is popular now in Europe, Crazy Time.
“It’s a good name because it’s genuinely a crazy game,” he says. “Right now there’s probably 10,000 people playing that game in Europe. It’s by far the most popular sort of game show in the world in the online gaming space. I would love Evolution and us to bring that over to the U.S. I think it would really work because you need to build essentially a whole new casino in each state you enter for Evolution.”
Glass agrees that the game-show concept is just in its infancy, but there is other growth potential.
“We’ll see a lot of variation in the game show-style games,” he says. “I think we’ll see more variations in the table games and side bets. Localization is going be a huge key piece for that, especially as we expand internationally as well. And with our high value, there will be further personalization for that cohort of players.”
Haitin believes that technology will lead the way.
“Technology is always part of it,” he says, “different kinds of technology, to be sure—obviously video, but also products using analytic technology applied to live gaming. This will allow us to make a leap of quality of experience for the users.”
BetMGM just partnered with Evolution on a live studio in Michigan, which has been a huge success and brought the company an impressive market share, a fact that others have noticed.
“I think we’ll see more suppliers coming into the market,” he says. “It’s inevitable in the free market that other suppliers from Europe will come over. We’ve already seen Playtech recently launch in Michigan and New Jersey. There’s been some recent acquisitions of live gaming companies by the largest providers of gaming content in the U.S. So it’s inevitable we’ll see more, and that will breed more innovation from Evolution and these other providers. So I’m very excited to see that evolve.”
GAMING
A Seat at the Table
Poker’s fight to stay relevant in 2022 and beyond
For many, many years, the game of poker was “cool”—-it had a highflying, wheelin’-dealin’, almost romantic “boom or bust” mystique that separated it from other gambling pastimes. It was a form of slick Americana, the game of choice for the John Waynes, Paul Newmans and Steve McQueens of the world.
Kids played for pots of bubblegum on the sidewalk and neighbors prepared various dips and casseroles in time for basement get-togethers. Its vernacular became part of the lexicon, because God knows it helps to keep a poker face when going all-in, especially when the chips are down.
However, as gaming expanded and other offerings like slots, blackjack and sports betting became real needle-movers, poker lost a little of its luster and became less of a staple and more of a complementary option. Its player base stopped evolving and started getting older, some might even say stagnant, and it’s easy to understand why—the game, as cool as it may be, has an extremely high barrier to entry; as Kenny Rogers made famous, you’ve got to know a lot of things to be an effective poker player.
The game has many endearing qualities, but accessibility has never been one of them.
Then the dot-com boom of the early 2000s came along, and all of a sudden the game was completely reinvigorated with digital life, and anyone with a desktop could run hands all day and night and master the game without going through the school of hard knocks that was previously considered to be part of the process.
The birth of televised tournaments with green-screened cards spawned a newer, younger generation of data-driven players who were more akin to Sili-
BY JESS MARQUEZ
con Valley than Tin Pan Alley. It seemed as though the spark was enough to rekindle a new, brighter future for poker. Sadly, it wasn’t. Participation and interest gradually re-fizzled over the years, until eventually the Covid hurricane came through in March 2020 and swept the entire industry basically out to sea. A large number of casinos had already begun to scale down their poker ops before the crisis, and numerous rooms around the country have since closed for good. With all of that said, what is the state of the game in 2022? As with everything else, it depends on who you ask.
Steady as She Goes
When it comes to gaming trends, the simplest answers often come from regional operators, as those with locally focused markets need to be calculated and decisive about their expenditures. For Jerry Sandau, director of poker operations at Agua Caliente Casinos in California, the game certainly isn’t dead, but its future prospects in terms of evolution and growth aren’t exactly gangbusters. Sandau is confident that “there’s still a place for poker in most casinos,” given the fact that the game has “always been a facilitator for the rest of the property, whether it’s table games, slots or whatnot. “That being said though, the state of poker, I think, is pretty obviously in a downfall over these last several years,” he says. “It really curtails more towards the older generation, I guess you could say that they’re the ones that draw to poker the most. Although the younger crowd who play tournaments are out there, in general, it’s more the older clientele that would play a lot of poker.
The once-bustling poker room at Trump Taj Majal closed in 2015
“And as we know, little by little as time goes on, many of them are, you know, slowly but surely passing away. And so we’re seeing the volumes, at least here in Southern California, decrease exponentially over these last several years.”
The data would agree with that sentiment, even across the border in Nevada, the gambling mecca of the U.S.—-according to Statista, the number of casino poker tables in the Silver State increased every year from 2001 to 2010, peaking at 920 that year. That figure then steadily declined until 2020, where it bottomed out at 313. Before anyone starts shoveling dirt, however, it’s important to note that 2021 rebounded to a total of 440, which is actually on par with pre-internet levels.
And in a certain sense, pre-internet expectations may be a good framework for analyzing the game’s present and future: the dot-com boom was certainly a gold rush, but it’s over now, and that’s OK. After all, people still live in Virginia City.
Edna Dalton worked as a poker executive in the ’90s and early 2000s, and for her, the game is people-driven, and the strength of the industry will always depend on positive experiences. As one of the few people who was around before and after the online revolution, she remains confident that “as long as casinos are willing to treat the players decently and respectfully, with decent payouts and time elements, they’ll continue to come.”
Dalton previously headed poker ops for both Planet Hollywood and The Venetian, where she got a chance to learn firsthand from some of gaming’s most successful and well-known figures. Perhaps the biggest thing they imparted on her, which Sandau echoes as well, was the Field of Dreams-esque mantra that if you build it, they will come. In other words, the high-risk, high-reward mindset of the game attracts some pretty high rollers, whose rising tides lift all of a casino’s boats—as she says, “action creates action.”
She also had the unique experience of traveling overseas to help improve poker operations in casinos across Europe—Holland Casino in Amsterdam, one of the sites she mentored, is slated to celebrate its 30th anniversary for the game this year.
This not only helps spread poker’s influence around the world, it also makes foreign players more comfortable “so they’re not as afraid to go and play” here in America, says Dalton. That said, most legal online poker is hosted abroad, and convenience gaming often wins out over in-person play. But overall, increasing the number of players worldwide is never a bad thing for an industry in the midst of a plateau of sorts.
So, as the identity of the game continues to transition from superstar to sixth man, that means the industry has to hone in on the things it does well and emphasize them to the fullest extent to keep pace and stay relevant. That may be difficult for other, more singular games, but poker has always had a unique ace in the hole: tournament play.
Strength in Numbers
It would be difficult to talk about the importance of tournament play to the poker industry without starting with the World Series of Poker (WSOP). The brand, thanks in large part to decades of ESPN-televised tournaments that brought the game to innumerable bars and living rooms, is easily the biggest and most recognizable in poker, and now it’s doing its part to guide the industry forward, especially for live play.
Ty Stewart, senior vice president and executive director of the WSOP, fully acknowledges that “as an industry, poker may not seem as ‘buzzy’ as it was in the early 2000s when everyone was discovering the game,” but overall, the game “has now settled into a more mature life cycle, and at the World Series of Poker, we’re embracing the days ahead.
“In terms of driving business to our live rooms across the country, the WSOP always provides a seasonal, but material lift to the Caesars’ system and the entire city of Las Vegas,” says Stewart.
“We’re excited to open more WSOP-branded poker rooms this year and would expect the numbers to continue to climb from a participation perspective at our rooms across the country… Poker rooms in Las Vegas were at an all-time high before ‘Black Friday’ and the Unlawful Internet Gaming Enforcement Act. I believe that live poker will go the way of online poker, as they’re both linked to interest in the game. Our customers deserve the convenience of playing at home, but online poker will never replicate the experience of sitting down in a live poker room.”
One of the most important aspects of maintaining and growing the game is to make it accessible to smaller, regional markets—Stewart notes that the WSOP is working on several new projects around the country, including “exciting new WSOP poker rooms at Indiana Grand and Isle Casino Pompano,” as well as Harrah’s New Orleans and the Grand Vic in
Chicagoland.
According to Sandau, Agua Caliente’s three locations in Rancho Mirage, Palm Springs and Cathedral City “still get a decent tournament draw, and there are players who want to play just tournament play only.”
He says the tournament demographic is “just a different animal” than casual players, in the sense that most tournament players are very businesslike when it comes to their bankroll and time, and it’s best to let them be rather than push them too far and risk losing them altogether.
As opposed to other, simpler games like blackjack, poker players are often very particular about what they like and dislike, and as Dalton says, “you have to understand these players—don’t try to fight their fickleness, just try to understand it.”
Of course, that’s not to say that bigger markets can’t play their part, too. MGM has also emerged as one of the game’s biggest proponents in recent years, and Sean McCormack, director of poker operations at Aria Resort and Casino in Las Vegas, is excited for the future of the game, especially with regards to the expansion of BetMGM-sponsored events.
“We just concluded our first of many BetMGM/Aria poker tournaments,” says McCormack. “BetMGM ran qualifiers on its site with the opportunity to win a travel and lodging package, inclusive of buy-in ($3,500), for our milliondollar guaranteed prize pool event. I’ve been in the business 20 years and usually know a number of players at these buy-in levels. It was refreshing to see new qualifiers for this event while giving us the chance to cultivate online and live action.”
McCormack says the event hosted over 300 players, and overall, “feedback was extremely positive, and I see a lot of opportunities for growth not only at Aria but our sister properties as well.”
Twenty years ago, a large percentage of players engaged in both live play and tournaments, but as time went on, the two factions slowly separated, and it’s important to keep both alive in order to cater to all types of players.
“In the early 2000s,” McCormack says, “the player bases were very integrated between cash and tournament players; today, most are in one camp or the other, although we do still see some crossover.” In some ways, the gradual decline in poker rooms overall throughout the city has been good for those who have managed to hold on thus far, and he believes that “having fewer rooms has now strengthened business for the remaining rooms who, more recently, are seeing record turnouts.
“I believe we will continue to see growth in the rooms that are currently open, by adding tables, events and staffing over the next 12-18 months.” Everything about the game lends itself to patience, both for players and operators.
Going the Extra Mile
As gaming becomes more accessible around the country seemingly by the day, player retention becomes a top priority, especially for poker. That means operators have to find ways to include the game in their ever-expanding suite of promotions and player rewards, because players, despite how fickle they may be, will always gravitate toward the best incentives— they want to know that they have a seat at the table alongside slot players, crap shooters and sports bettors alike.
“A lot of players who come to play in my room, they like the promotional aspect of playing a live game,” says Sandau. “So on any given day, there are different hands that they can make to make progressive payouts and promotional payouts… They want the promotional draws, and our players do gravitate to when we offer promotions, which we do most all the time. That’s a draw that brings them in the building.”
Conversely, big-name operators have the benefit of seamless integration into their existing rewards systems, which have been around for years and often encompass properties around the world, not just singular locations. Stewart notes that “every participant in the World Series of Poker gets the same Caesars Rewards as they would for any other activity at Caesars resorts,” which is extremely convenient, and ultimately leads to better acquisition and retention rates.
On the MGM side, “Aria is no different,” with “comps for rated play per hour, special hotel rates, tier upgrades after a certain time played, and more,” according to McCormack. The MGM Rewards program is also extremely robust and longstanding. “We offer our MGM Rewards members opportunities to enjoy our casual dining outlets as well as special hotel rates,” he adds.
By and large, the ebb and flow of the game of poker seems to have settled into a somewhat comfortable place, neither record-breaking nor catatonic. For a while, it looked as if it had reached a point of no return, but slowly and steadily it made its way back to shore. The fact that companies continue to find new ways to invest in the game is extremely encouraging, even if it never returns to its previous levels of relevance and popularity.
Overall, it’s played the hands that have been dealt, and it’s not folding anytime soon.
Women Who5 Shine
For the past five years, GGBhas shined the spotlight on the crucial roles women play in the gaming industry. For too many years, women have been limited to service positions or creative exercises, but today, the diverse C-suite is getting more and more occupied by amazing women. This month, we bring you five women who have made a difference in their companies, the industry overall, and their communities. It’s our pleasure to introduce these accomplished ladies, and we’re expecting there are more women making more inroads to the upper echelon of management.
Everybody Wins
Tamara Hansen • Director of Sales, NRT
By Marjorie Preston
In work as in life, Tamara Hansen is proof of the motto, “Leap, and the net will appear.”
The California native once planned a career in speech and language therapy. But as different roads unfolded, she readily changed course, jumping first into educational leadership training, then meeting sales at MGM Resorts, then sales consulting for fintech and IT firm NRT. With tenacity and optimism, she has succeeded despite unforeseen obstacles—like Covid-19.
Throughout 2020, even as the conventions and meetings sector went dark, she continued to book business for MGM in Las Vegas, and stayed in the black throughout the crisis.
“It was a master act of shuffling the pieces and re-engaging with customers,” she recalls. “I had that client trust built up, so it was a matter of getting things back on the books rather than canceling. It’s a testament to MGM that it continually came back to the table to make sure our customers were taken care of.”
Then, intrigued by fintech innovations that accelerated in the postCovid age, Hansen joined NRT as a sales director. Admittedly, she struggled to learn the intricacies of cashless. She was also daunted by the scope of her territory, which includes eight states and parts of Nevada.
“Ignorance is bliss, and had I understood what I was saying yes to, I might not have had the gumption to sign up,” she says. “But NRT took a shot on me and said, ‘This is a person with the right stuff. If we teach her about this space and this industry, we believe she’ll have an impact and be successful.’ So I committed myself every day to learning and contributing.” In her case, the right stuff meant dogged persistence, on-thejob training and lots of self-learning (yes, that includes podcasts and YouTube videos). “I molded myself into a person with the capacity to know, understand and have these technical conversations, so I could go to any person of any background in any position and understand their needs and the limits of their knowledge, then help it all make sense,” she says. “I think that’s where my strength lies—that duality. I understand the deeply technical, because for more than a year and a half I alchemized myself to know this business, until I got really passionate about it.”
Hansen sees sales as a long game that doesn’t begin or end with a signed contract.
“Anyone in sales with that mentality is in the wrong field,” she says. “My sole responsibility is to understand my technology stack and the services I can provide to help an operator or human being. I ask about their environment and their pain points, then map out a custom solution that makes it lighter on them and their team. Do they want to step into and dabble with the digital transformation that’s happening? Do they want to tap into a small piece of cashless rather than making the total transformation? I see myself as a bridge of information,” guiding clients to the optimal solution.
An unabashed optimist, Hansen’s LinkedIn page includes cheerleading videos (“Motivational Mondays,” “Feel-Good Fridays”), plus exhortations to “approach life’s day-to-day with a focus on how we can make it better for those around us.” With that as the jumping-off point, she believes, everybody wins.
Tonya Henderson • Vice President, Compliance, Resorts World Las Vegas
By Bill Sokolic
Acompliance officer holds a special place in the operation of an organization. The person in this position sees to it that the policies and regulations of both the business and government at all levels are followed. That covers a lot of ground, and at Resorts World Las Vegas, that job belongs to Tonya Henderson, vice president of compliance. Without an experienced compliance officer, the company could face hefty fines, lawsuits, and damage to its reputation.
Henderson has been head of compliance with Resorts World for two years. But she’s been involved with compliance for more than 10 years.
“To excel in the compliance field, you need to be a zealous advocate, maintain flexibility and have the courage to do the right thing even when it’s difficult,” she says. “You need to understand the operational, financial and industry challenges on a day-to-day basis.”
Henderson praises her mentors for challenging her to succeed.
“My mentors pushed me to do more and think outside the box. They recognized that I was ready to take the next steps before I did. I was humbled by the faith placed in me, and that motivated me to work even harder,” she says.
Former IGT compliance exec Michelle Chatigny taught Henderson that she has to be willing to make difficult decisions even when they are hard or unpopular, or when she receives pushback from other executives.
“She taught me the importance of thinking and planning ahead, and that in some circles, women will have a more difficult experience, and not to let that stop me,” she says. “Michelle exemplified excellence and poise in every situation.” She “walked the talk” and educated Henderson on the value of a great pair of heels. “(Former Nevada Gaming Control Board Chairman) A.G. Burnett taught me that no matter what side of gaming you are on, the ultimate goals and expectations are the same. Integrity, relationship building, doing the right thing because it is the right thing, safeguarding the customer, company and state. He taught me that a quick fix is not worth hurting your reputation because you only get one.” Henderson’s parents instilled at an early age that if there are obstacles in your way, then find a way to get around them.
“Just because something is hard doesn’t mean you stop; it means you persevere,” she says. “My parents taught me that all people, no matter the color, gender or job, have something of value to offer. I have used those skills and my education to not only break the glass ceiling, but to lift others as I climb. It is not an easy task, but it is necessary and worthwhile.”
Henderson is quick to acknowledge positive contributions from each team member for meeting goals.
“I empower the team to make mistakes,” she explains. “It is only by trying new things, being creative and sometimes failing, that compliance will keep up with the ever-changing gaming environment.”
When it comes to upper-echelon executive offices, too many gaming companies do not represent the community or the available talent. “Throughout my career, I maintain my focus and commitment to successfully achieving the goal. I find that success at meeting the goals is the answer to addressing bias in the workplace.”
IGT’s After School Advantage program helps at-risk students learn vital skills
Sustained Success
Wendy Montgomery • Senior Vice President of Marketing, Communications and Sustainability, IGT
By Marjorie Preston
As a corporate buzzword, “sustainability” is sometimes more honored in the breach than the observance. But taken seriously and implemented thoughtfully, it may be the most important business of business today.
At IGT, sustainability means a fair shake for its 10,000-plus employees around the world. In keeping with the U.N.’s Sustainable Development Goals, it commits to no less than ending hunger and managing climate change. In short, this is a job for Superman—or, in this case, Superwoman, in the person of Wendy Montgomery.
IGT’s senior VP of marketing, communications and sustainability, formerly with the Ontario Lottery and Gaming Corp., calls it a “privilege” to advance performance in these crucial areas.
Sustainability is nothing new at IGT, which has been formally reporting on its efforts since 2008.
“It primarily started because of our roots in Italy as well in Europe, where corporate social responsibility, and especially environmental issues, were very topical,” says Montgomery. “It’s part of the legacy of the organization.”
IGT consistently gets high marks in the space. In June, it earned a Gold award from ratings agency EcoVadis, putting it in the top 5 percent of global companies in the categories of environment, labor and human rights, ethics and sustainability. In July, it was recognized by the All-In Diversity Project as the topranking gaming supplier when it comes to diversity, equality and inclusion.
Even so, the company doesn’t rest on its laurels.
“Such recognition helps us identify the gaps and see what other companies are doing, not just in our industry but in entertainment and the technology sectors,” says Montgomery. “This is where we can look at ourselves against the competition and see where we can improve.”
The company’s sustainability efforts include rank-and-file programs like the Day Off for Volunteerism, Dollars for Doers, and a Matching Gifts plan that tops up charitable contributions made by IGT employees. The company’s flagship After School Advantage program, established in 1999, provides more than 300 digital learning centers to help at-risk children learn vital competitive skills. The program supports inclusive and equitable education with an eye to future employment, and emphasizes science, technology, engineering, arts and math (STEAM).
These practices don’t just feel good, they make business sense over the long haul, Montgomery adds. “It goes back to the three Ps”—people, process and product—which in turn support profitability. “And it makes people feel good about where they work,” says Montgomery, “which is critically important for attracting talent.”
IGT doesn’t stand alone in these efforts, but has a supplier code of conduct to ensure vendors comply with the same standards. “Managing the value chain is critically important,” says Montgomery. “Just as our customers expect compliance from us, we expect it from our suppliers, too.”
She acknowledges that Covid-19 “threw a wrench” into monitoring and enforcement.
“We weren’t able to complete many on-site checkups because of Covid restrictions, but as with all such initiatives, you learn to walk before you run, and we’re maturing in this area,” she says. “We established the plan, we communicated it and translated in various languages, and we’re developing a more robust follow-up to get back on track.”
Call it a sort of a bully pulpit, in the best sense.
“The good thing is, the more companies that are forced into or led into this area, the more we’re all going to benefit.”
For those who would follow in her footsteps, Montgomery espouses a can-do attitude that doesn’t recognize obstacles.
“You have to put yourself out there, taking advantage of opportunities that come your way and taking risks.” The reward, she says, is “working with great people,” and not incidentally, helping to save the world.
Courtney Garland • Director of Operations, Emerald Isle and Rainbow Club Casinos
By Bill Sokolic
For Courtney Garland, the casino business seemed like a foregone conclusion. She was born and raised in Las Vegas. Went to college in Las Vegas. Then there’s mom and dad.
“I developed a passion for the trade through my parents,” she says, “who both dedicated their careers to developing the gaming and hospitality industry.”
Credit Disneyland, too.
“Disneyland motivated me creatively with how to better enhance the guest experience in my own entertainment field,” Garland says.
When it comes down to it, the fast-paced, high-volume nature of this business as well as the ability to connect and cultivate relationships with patrons played a role.
Garland rose in the casino corporate world, and in 2021 Emerald Island and Rainbow Club Casinos in Henderson, Nevada named her director of operations.
Like other members of the millennial generation, Garland rose quickly through the ranks. Before her current position, she served as assistant general manager and prior to that, executive casino host.
“Managers are being elevated to upper management because we speak up and encourage others to share new ideas through various platforms,” she explains. “My generation is dedicated to promoting cultures of inclusion and innovation, which is instrumental in the success of the casino industry.”
Millennials also are committed to personal development through constant self-assessments.
As director of operations, Garland oversees guest services and gaming compliance, aids player and community outreach, develops new policies, executes promotions, and hosts special events, to name a handful of duties.
She also managed several large-scale projects, including a new player tracking system, multiple property expansions, the restructuring of the player rewards program, and virtual gaming promotions.
“I have been allowed to wear many hats at work, which has granted me the opportunity to use my creativity and resourcefulness when taking on new responsibilities outside my area of expertise,” Garland says.
She owes much to mentors, like the “Wolf of Water Street” Tim Brooks, co-owner and GM of the Emerald Island and Rainbow Club Casinos. “Tim inspires me by being a visionary for the historic Water Street District and an advocate for our downtown Henderson community. The best advice Tim has given me is ‘to keep moving the needle forward.’”
Jay Ship, CEO of Xs & Os of Success, reminds Garland “to be a better version of myself than I was yesterday and know the difference between reacting and responding.”
Garland says she’s fortunate to work with a diverse team with unique perspectives that help her make decisions.
“I aim to facilitate strong teamwork by providing employees autonomy and coaching them through challenges,” she says.
Garland checks with employees to assess what works and what could use improvement. “The team can always count on me to research how to resolve any issue. It is important to me to be both available and approachable.”
Put another way, inclusion and knowledge make for more ownership of their work.
“The best feeling is watching team members become excited about their part of the operation and seeing them succeed by reaching their own personal goals.”
Despite all the positivity flowing from Garland, there were times she experienced a lack of confidence and self-doubt since women occupy such a small percentage of leadership roles in the gaming industry. “I overcame these feelings by reminding myself I am qualified, and focus on what I have to offer the team and company.”
Yes, she was treated unfairly because of her gender, overlooked for an opportunity or excluded from negotiation. “Because I am a woman. I chose to find my voice and bring awareness in these situations by advocating for myself and proving I can contribute to the conversation in a beneficial way.”
Unstoppable
Lana Rivera • Vice President and General Manager, Graton Resort
By Marjorie Preston
For Lana Rivera, a career in gaming was in the cards.
Rivera grew up on card games—not just “Go Fish” and “Old Maid,” but gin rummy and spades. Playing cards was a safe, no-cost pastime for Rivera’s family, who lived in a “rough neighborhood” in Joliet, Illinois. By age 7, young Lana could shuffle like a dealer.
That skill came in handy in the early 1990s, when a Harrah’s casino opened on the Des Plaines River. Twenty-one-year-old Rivera applied to be a riverboat dealer, and underwent a grueling audition process.
“I want to say we trained for three months, 20 hours a week,” she recalls. “I was going crazy, but by the time it was over, I could deal in my sleep. And that’s exactly what they wanted.” Her first shift was exhilarating; four hours in, a high roller had gambled and lost $300,000.
Looking to rise through the ranks, Rivera saw few women in mid-level management and fewer still in leadership roles. Eventually, working for the Cherokee Nation Entertainment’s (CNE) Hard Rock in Tulsa, she confronted then-general manager Gary Weddell. “I was honest with him: ‘Throughout my career, this has been a man’s world. I’m curious to know what you think about women in gaming.’”
Taken aback by the question, Weddell went on to become one of Rivera’s earliest champions, along with Mark Fulton, CNE’s chief executive officer.
“Between those men, I had the best of both worlds—real training in leadership, management, marketing, and caring about people. I worked 70 hours a week to make things happen, but I loved it.” By 2005, she was CNE’s table games manager.
With the positives came an equal measure of sacrifice.
“Early in my career I was a single mother of four, with no immediate family nearby. But given the opportunity for growth, I jumped on it. I spent hours learning the business, understanding the competition, perfecting my departments, building relationships with the team and guests. All that comes at a cost.”
Rivera missed birthdays, holidays and school events. One Thanksgiving, called to deal with a work emergency, she had to leave in the middle of cooking dinner. “I gave it my all at every level of advancement. I had to take care of my children.”
Rung by rung, she continued her climb, to senior table games manager at the Hard Rock, then director of gaming operations, then director of casino operations and general manager. In Tulsa, Rivera led a workforce of more than 1,600 employees, increased market share, exceeded revenue targets and personally rebuilt the senior management team. She also led a full remodel of the casino floor and an exterior upgrade, on time and on budget. She is also known as the inventor of two patent-protected casino products: a card-based variation of craps and a lighted phone charger (one of the first such devices introduced on a gaming floor).
An enrolled member of the Muscogee Creek Tribe, Rivera reached a career pinnacle in 2019, when she was named vice president and general manager at Graton Casino in Sonoma County, California. Greg Sarris, chairman of the Federated Indians of Graton Rancheria, hailed the appointment, saying, “We’re proud and honored to have hired such an accomplished and qualified general manager as Lana. We’re also proud to have an American Indian woman at the helm of our business.”
Then came Covid-19.
“Business was strong when I walked in in November, but four months later I realized, ‘We’re going to have to shut this casino down.’” Graton was the first casino in Northern California to close its doors; it did not reopen for 92 days.
“The hardest part was laying off team members who were within their first 90 days,” says Rivera. “I’ve never had to lay off a team member, and that was really hard for me.”
But business has returned, as reflected by plans for a resort expansion that include a larger gaming floor, a 3,500-seat theater, a new rooftop restaurant and a second hotel tower.
Rivera says leaders must have these key traits: •Empathy. “Genuinely caring about your team and showing it, and recognizing them at all levels.” •Loyalty. “Remember everyone that you support and who supports you. It’s easy to say, ‘I don’t have time.’ But you have to make the time.” •Ambition and resilience. “Keep striving for more. Focus on your guests and what they want. And never accept the status quo.”
