ome people never learn.
Publisher: Peter White
Tel: +44 (0) 1892 740869
Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com
Editorial:
Editor in Chief : David McKee dmckee6@comcast.net
Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com
Associate Editor Asia: Bill Healey bill@outsourcedigitalmedia.com
Victor H. Royer
International Features Editor victor@outsourcedigitalmedia.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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That would include Star Entertainment, one of Australia’s two predominant casino operators. It finished May in murky regulatory waters and with egg on its face. Star had its New South Wales operating license revoked two years ago. You’d have thought that would have been a teaching moment. Think again.
To recap, Star was found by the Independent Casino Commission to have been “a case study of unethical conduct and cultural failure,” including nearly $1 billion in forbidden transactions. The malfeasances included money laundering, an illicit relationship with a Chinese junket operator and the presence of a sub rosa gambling room.
What’s more, Star lost $3 million because of a dysfunctional TITO machine that went uncorrected. In addition, it was falsifying its oversight (or “welfare checks”) of gamblers who were racking up excessive time on device.
Unchastened, top Star executives tried to undermine their government-appointed minder while they were in coventry. ThenChairman David Foster and then-CEO Robbie Cooke plotted against him, even contemplating suing the man in order to be rid of him. Stupidly, they immortalized their behavior in text messages that subsequently became public, speeding their exits from Star.
With a renewed license hanging in the balance, one might have expected Star to be on its best behavior. But earlier this month, it goofed again. A May 20 Reuters dispatch reported that Star “said on Monday a consortium that hosts a local partner of Florida-based Hard Rock Hotels & Casinos is considering a bid for the cash-strapped Australian firm,” news that sent Star shares 20 percent skyward.
Within the day, Hard Rock pushed back — hard: “We want to make it clear that Hard Rock International is not involved in, nor has it authorized, any discussions, activities, or negotiations on its behalf in connection with a proposed bid for Star. Hard Rock International has similarly not authorized the use of the Hard Rock brand in connection with any proposed bid for Star by any third party.”
Then, in a jab at Star’s regulatory woes, it continued, “Our brand is built on a legacy of integrity, excellence, and a commitment to our guests, partners, and team members worldwide.” Star stock accordingly collapsed.
This had the earmarks of a classic pump-and-dump scheme, although it is too early to know if any Star insiders cashed out. But, like Caesar’s wife, they must be above even the appearance of impropriety. Lately, not so much.
Australian regulators bear some blame for letting Star and Crown Resorts become not ‘too big to fail’ so much as ‘too big to police.’ The ICC can send a salutary signal when Star’s license comes up again. Screw your courage to the sticking place, regulators.
Guest Foreword: Stuart Hunter
The relocation of ICE 2025 to Barcelona will be historic.By Stuart Hunter, Managing Director, Clarion Gaming Events
CE 2025 will make history as the biggest gathering of gambling professionals on record. But it’s not just about size.
IHermann Pamminger, the highly respected secretary general of the European Casino Association was recently quoted in industry media as saying that the feedback he was receiving from ECA members suggested that more casino industry executives than ever before will be at ICE 2025 in Barcelona. He added that the view shared by many in the casino industry was that the relocation to Barcelona will build on the already healthy international attendance that exists at a global industry event. It is one which ECA members have supported since the first casino-style products started appearing in the early 1990s in a small section of what was then the ATEI show.
Pamminger said that the migration to a new — and much bigger — venue in an exciting, vibrant city on mainland Europe had captured the imagination of both the ECA and its members confirming that the excitement was, and I quote, “Palpable.”
That type of response echoes what I and the rest of the Clarion Gaming team have been hearing in all of our conversations with the industry. Even six months out of ICE opening at The Gran Via, Barcelona, the anticipation is mounting – and for totally understandable reasons.
The first edition of ICE to be held outside the UK will make history for being the biggest gathering of the global gambling industry on record. It will feature an amazing 1,000-plus exhibitors drawn from over 60 countries.
Whilst we had the option to utilize more space for 2025 (part of our agreement ensures that we have access to the entire Gran Via, allowing the opportunity to secure more space as and when required), we have taken the strategic decision to cap the size of the 2025 show at 120,000 square meters. That’s a full 20 percent bigger than the record set at ICE London in February 2024!
Of course Clarion is a commercial organization but we also recognize that, as partners to the industry, we carry numerous responsibilities. In this case it means expanding the show in a measured manner and one which is in line with the growth of the industry.
This is not new but in fact a continuation of the strategy implemented when the first edition of ICE to take place at ExCeL in 2013 comprised 31,000 square meters.
As partners to the industry our commitment is to grow the show floor alongside a campaign to grow the buy-side attendance — in the process ensuring that ICE is always the place where the world of gaming goes to do business.
See you in Barcelona!
Yes, Foxwoods Casino Resort is one of the world’s largest, but it’s so much more than that, as CEO Jason Guyot explains. By David McKee
Get Into Casino Life & Sports Betting Operator TV and gain insights from Presidents, CEO’s, Owners and Senior Management at the World’s Leading Resort Casino and Sports Book Operators along with latest developments from manufactures and Suppliers along with Gaming Equipment and Systems providers from Senior representatives at select number of leading organisations in the Global Gaming Industry.
It may no longer be the biggest casino in North America — Oklahoma’s Win-Star now owns that distinction — let alone the world. (That’d be Venetian Macao.) But Foxwoods Resort Casino was the first of its kind outside Las Vegas or Atlantic City, not to mention the very first Native American casino ever. And it’s still the pace car for tribal casinos across the continent. It’s not so much a pace car as an entire fleet unto itself. Sprawling and massive, Foxwoods encompasses nine million square feet, six gaming floors and a staggering number of amenities.
The mammoth resort had its origins in a humble bingo hall, opened in 1986. It was the birthright of the Mashantucket Pequots, whose land was restored to them in 1983, through an act of Congress and over the attempted veto of President Ronald Reagan. Thanks to the Indian Gaming Regulatory Act of 1988, slots and table games would follow, although not immediately. Foxwoods as we know it opened its doors in 1992 … and they have almost never closed since.
Handling this historic legacy is one of the many responsibilities of CEO Jason Guyot. Speaking to Guyot is a little disconcerting, not least because he looks, moves and sounds incredibly like the young Mickey Rourke. A tribal member, Guyot has held the leadership role at Foxwoods for four years. He ran smack-dab into the one of the biggest existential crises of Foxwoods’ lifetime: a three-month, Covidimpelled shutdown. Guyot makes comparatively light of his own role in this but it seemed like a good jumping-off point for our conversation, which has been lightly edited for clarity and length.
How is the Foxwoods riding out the competitive challenges from surrounding states?
We’re doing fairly well. It’s been a big change since 1992, when we opened and were a monopoly. Now we’re surrounded with all the major players in the industry within a three-hour time frame. That is expanding, too, as Massachusetts went. New York is soon to come. Overall we’re handling it well. There’s a plan to that, utilizing all the space we have in the resort and activating that, along with all the land the Pequot Tribe owns. Truly, my goal and our goal as a team is to create a fully integrated resort destination, something that has a wide variety of options for everyone.
That strategy has worked although business — when you compare it to pre-2008 — the levels are much lower than they were. But that’s just because the pie is split up so many different ways, as more states have looked to gaming as a form of tax revenue. When we opened, there was only Atlantic City and Las Vegas. No one ever thought about other states, especially in New England, were ever going to legalize gambling. That’s why Foxwoods got so big. No one’s ever going to have what we have just because now there is gambling in pretty much every state in the Northeast.
Is it true that you’re interested in extending your reach by purchasing MGM Springfield?
Obviously we always take a look at anything in the local region that could fit our demographic. Those guests used to be our guests, so if we were to look at doing something, it would make sense to do that. But I can’t say we’re actively engaged in any conversations with MGM Springfield at this time.
Were the fears of competition from MGM Springfield, in retrospect, excessive?
The opposite. I truly believe that the expectations from MGM Springfield and for Encore Boston Harbor were much higher than they anticipated. If you look at their current gross gaming revenue, they’re right about where we thought they were going to be. They were building billion-dollar resorts but, based on the data that we had, we thought that they were probably building them too large. So obviously we were concerned about competition coming into Massachusetts. That is still a core market of ours, based on our location. But the estimate and assumptions that we had were a more accurate depiction of what we’re seeing at this time.
Will the ancillary Four Winds casino near Hartford still be needed?
Four Winds was a great collaboration with the Mohegan Tribe. At this time that project’s on hold. You never know what the future might bring.
How well were you able to handle the Covid-19 shutdown?
I personally think we handled it very well. It’s challenge was that it was the first time we had closed our doors in 29 years. We opened in 1992, planning on closing at 2 a.m. and it was so busy we stayed open and
never shut our doors for almost 30 years, until the pandemic hit. We closed our doors for three months. It really allowed us an opportunity to reset. Reopening was a lot of unknowns. Would people come back? What impact would the pandemic have on their habits of even just going outside of their home? We were pleasantly surprised that there was a line of cars coming down Route 2 when we reopened in June of 2020.
It was definitely a huge challenge. We had to furlough the majority of our team of about 5,000 or so members and that was extremely difficult. But we were the first in the state to push to reopen. We wanted to get our team back and get the economy going again. I’m really proud of the pressure we put on the state, along with the Mashantucket Pequot Tribe, in trying to get our team members back to work. We were one of the first businesses to reopen and show success, and that really helped lead the way to return to the new normal — or at least give it a shot to keep going.
So many businesses closed through the pandemic. It was terrible. Some of them haven’t recovered. You still see businesses closing that haven’t fully recovered from the impacts of the shutdown and the pandemic in general. All in all, to sit here now almost four years later, we’ve improved our operations. We’re offering a better product to our guests. We have a good, solid team back and now we’re facing more competition,
but it’s brought the organization closer together. There’s been more collaboration between similar businesses that traditionally are competitors, as we all wanted to reopen and get back to a new normal.
It’s still several years off but what concerns do you have about new competition from New York City?
It’s similar to that we’ve had when we’ve seen competition pop up in the surrounding states. We have really great statistical information on what play comes from New York State and the surrounding area. So, depending on the location, it will affect the impact that we’re going to assume, but gaming in general isn’t growing at the same rate as new brick-and-mortar buildings are being built. So it’s just slicing the pie up a bit more.
Now you have online coming on. You’ve had sports betting come into Massachusetts and Rhode Island. So we’re taking a look at that on the digital side. But gaming in general, the growth does not match up well with the growth of retail expansion. So the pie’s just getting smaller, so we need to think differently about our resort, which we’ve been doing. Over the past four years we’ve had more renovation/evolution at the resort to provide something different from all the competitors that are opening all around us, who are just providing slots and table games.
We truly do have a fully integrated resort destination
and are just getting better with Great Wolf Lodge opening up this time next year, and all of the other non-gaming amenities that we have. It’s really helped us sustain through the onslaught of competition.
How would you plan to push back against three new casinos in the Five Boroughs area?
‘Push back’ is probably not the word that I would use. I would say ‘adapt.’ We’ll adapt in a similar fashion as we have to Massachusetts. We focus more on our analytics — what play we could still bring to the resort. What we’ve seen is that although there’s a drop-off in midweek play, weekend play — because we’re Foxwoods and we’re nine million square feet with six casinos, 37 restaurants, two theaters, 36 holes of golf and much more — our guests are driving by our competitors to get a fully integrated, destinationresort experience when they want to go out. Our hotel inventory helps support that with over 2,000 rooms. That’s going to grow by another 549 rooms when Great Wolf Lodge opens.
So we continue to evolve the resort and make sure we’re differentiating ourselves from the competition that may open. Some things, convenience really trumps everything. So if casinos open in New York or they expand those two existing casinos to add table games, yeah, that’ll have an impact and we need to be prepared for that.
Does your player demographic skew older or younger? Urban or suburban?
Because we were the first in market, our player demographic tends to skew slightly older. But we have, since Covid, seen the resurgence of a younger demographic, based partly on the amenities that we have. It’s a balance for us. We have a very loyal demographic, a very loyal base, and so we want to accommodate them and their needs while also introducing new people, and new visits to the resort. That is why you’ve seen us expand into this resort destination, with Great Wolf Lodge soon to open with an indoor water park.
How is FoxPlay performing and what effect do you see iGaming having on attendance?
FoxPlay is our social site and that’s continuing to perform well, despite having true iGaming and sports betting in Connecticut. When we talk about DraftKings iGaming, it’s performing very well. That’s managed by Wonder Nation and directed by the Mashantucket Pequot Tribe. It continues to grow. Right now, online — both iGaming and sports betting — is trending to be around a $700 million GGR for the entire state. That includes us and our competitors. So those are extremely high numbers. We’re very pleased with the results.
We have a great partner in DraftKings, the best partner in the business. That’s helped us hold market share and grow. Because it’s landlocked between the borders of Connecticut, there is slight impact as more open around us but that’s a pretty solid base and it continues to grow by 20 percent year-over-year, monthly.
So you don’t subscribe to the conventional wisdom that digital cannibalizes brick and mortar?
I didn’t say that. It is having an impact on retail business. it’s difficult to pinpoint exactly what that impact is but the benefit is that the tribe now has another revenue stream. So it’s extremely positive. We just have to continue to adjust and understand there will be some natural shifts, as this continues to grow until it stabilizes. At this rate, it doesn’t look like the Connecticut market’s going to stabilize until 2025, maybe even 2026. Last year it finished at over $450 million to $500 million in GGR and already, six months into the new year, it’s looking like it’s trending to $700 million. So we’ll see where that goes but it will have an impact on our retail business. We just have to be smart about how we spend our marketing dollars, how we partner with DraftKings, and how we move forward both on the retail side and the digital side, because of the competitive market.
What do you say to those who want to further regulate or outright ban sports betting in the U.S.?
Everybody has a right to their opinion. It depends on different reasons why people might want to do that. It’s been great for the State of Connecticut, for the Mashantucket Pequot Tribe and, through the regulations that they’ve implemented in Connecticut, it’s been very safe, and very welcomed by its users.
What has the player response been to going smoke-free?
Very positive. Pre-pandemic, there was an estimate that if you went smoke-free 25 to 30 percent of the business would be impacted. That really changed after Covid. People had a different view on life. We have no plans to go back to smoking but our guests are really enjoying the smoke-free environment. So it’s had an impact. I couldn’t tell you exactly what that is because there’s been so many dynamic things that have happened with more competition coming in, Covid and other impacts to our business, both direct and indirect. So it’s hard to say exactly what that impact is, but overall it’s been well-received.
When or if do you think the rest of the industry will follow your lead?
That’s going to be up to each jurisdiction. I can
see both sides of it. Whether you create truly nonsmoking areas or have a smoke-free resort or decide to go smoking, I’d leave that up to the operators and everyone has a different opinion on that. I respect the decisions that any operator would make.
How important is your entertainment program?
Extremely important. Now that we’re ramped back up post-Covid, entertainment was one of the most difficult things to come back, whether it’s tours or costs. The cost has gone up significantly but it’s a huge element to our strategy at the resort. We have about 150 shows booked right now throughout this year. I’m happy with the diversity in our booking now. We have a great team in marketing. They’re very creative and I’m looking forward to what it will lead to in the future, especially the flexibility that we have with two theaters, one of 4,000 seats, one with 1,400 seats, and now an expo center that we can flex into another 4,000 people. It’s been great to activate all the spaces and get more visitation.
Is the importance of gambling to a resort like Foxwoods overstated, given all the other things you’re offering?
No, we were always a casino and now we’re more of a casino-resort destination. It will remain a priority for
us. A lot of people ask us, ‘Oh, you’re building a water park. Are you going to have families? You’re just gonna do non-gaming.’ That couldn’t be further from the truth. We’re reinvesting currently about $30 million into our gaming space with a brand-new, high-limit table games area and a brand-new casino bar. We’re renovating our hotels. Most of that is done to support the gaming demographic. Foxwoods will always be first and foremost a gaming destination, something we’re proud of. That legacy of the Foxwoods brand stands up there with the best of the companies in the history of gaming in the United States.
We’re at about 3,300 slot machines and 225 table games. In our heyday we had over 8,000 machines. Win-Star is up there over 8,000 but if you look, a lot of that is just a reflection of the state of the market in general. If you look at the history of us and casinos coming on line, we’ve reduced our inventory based on the reduction in visits, based on the influx of competition into the market: Everything in Rhode Island, in Massachusetts and the I-95 corridor was Foxwoods’ business prior to Bally’s opening, Tiverton opening, Plainview opening, and Encore opening. Even off the I-395 corridor, with MGM Springfield, those were all our guests, so there was really no need for us to have 8,000 slot machines.
What’s interesting is, on a Friday or Saturday night we’ll still get 45,000 to 60,000 people through the resort. Our demand is still extremely high, based on the product offering that we have and the differentiation of our product versus those competitors.
We call it ‘eatertainment’ now. Places like Sugar Factory, even DraftKings sports book. We’re about to open Grace by Nia, which is a throwback supper club and speakeasy. Food and beverage has been a big focus through this master plan, ensuring that we have the best product in the industry and the competitive set. Food and beverage is up there. Hotel is extremely important. We have a renovation happening shortly to the Foxwoods Tower. We’re renovating all 800 hotel rooms there and really raising the bar competitively.
It’s interesting, you know. There’s so many important aspects to our resort because we bring so many people. We’re still doing a little over eight million visits per year. All those visitors come to Foxwoods for different things. Some come for entertainment, for food and beverage, for a night away, for gaming, for golf. Retail is a huge piece. We have the Tanger Outlet Mall, which is 80 stores. It does very well. It’s busy. It connects two of our main gaming floors. Again, the retail demographic is a completely different individual, too, one who wants to enjoy their shopping and all the other aspects we have at the resort. Which is much more exciting than going to a traditional mall, because you have so many more options.
So it’s a really wide demographic that we reach out to and attract, and as we continue this evolution of the property you’re going to see that increase significantly.
A conversation with Park Lane Casino Mayfair Venue Director San Van. By Peter White
ark Lane Casino is located in one of the most exclusive post codes in London. It overlooks Hyde Park. World-renowned Hyde Park Corner is only a four-minute
walk away and Green Park is just seven minutes distant. The storied locale has seen some ups and downs since Covid-19 ravaged London’s casino business and Mayfair’s in particular. Park Lane Casino
has emerged from the kerfuffles as one of the city’s swankiest and hottest spots. Publisher Peter White sat down with Venue Director San Van. Their conversation has been edited for clarity.
Your location must make it ideal for those that like to enjoy the high life.
London is home to some of the very best casinos in the world and Mayfair is home to many of the highest caliber casinos. Park Lane Casino is a global name in the casino world and operates from the most exclusive post code. We have an international clientele but many of our customers come from the surrounding area and close-by Knightsbridge. We can
also boast we are the only casino to have the best views of Hyde Park.
What has been the impact of the fresh, new approach brought in by Metropolitan Group to the Park Lane Casino?
We have a dedicated team offering a high level of personal service and our fresh, new approach has elevated our professionalism to become even more customer-focused. We are able to deliver better offers and events to our customers by leveraging the wider group’s experience and resources.
You have a packed weekly evening roster. Can you explain some of the events you host to our readers?
Our model is customer-centric and we strive to create the most memorable nights for our client base. We offer a five-star dinner menu which changes monthly. Our highly experienced Executive Chef Brahim has nearly 30 years of experience in premium kitchens across Europe. His diverse menu fuses international flavors with Middle Eastern, Mediterranean and Northern African influences. Guests can also enjoy signature cocktails crafted by our expert mixologist, along with the finest whiskies, cognacs and champagnes from around the world. Guests can experience the finest selection of Cuban cigars or flavored shisha on our outdoor terrace. We host and have become famed for our weekly Arabic parties with the very best of Arabic entertainment in London. They’re hugely popular with our customers, who love the great atmosphere.
Can you provide details on the mix of slot machines and table games?
Our luxury gaming floor is a feast for all the senses, with our world-class offering of classic table games including American roulette, blackjack, baccarat and three-card poker (with two unlimited progressive jackpots). We also offer electronic roulette and 20 slot machines, all linked to major and grand progressive jackpots. Our exclusive gaming terrace includes a private gaming room for those who wish to enjoy a more selective and personal way to play.
Tell us about the recent renovation work, which opened the top floor to what is now a beautiful open-air terrace with views over the park. We undertook a small refurbishment last spring over
the Ramadan period to open a new gaming terrace for our customers to enjoy the spectacular views over Hyde Park whilst gaming with us. We also introduced new electronic products, as well as a new shisha offering.
Are there plans for further renovation on the casino in the years ahead?
We are continually looking for ways to improve the venue and raise the profile of the Metropolitan brand.
What would you say are some of the key aspects of Park Lane Casino that make it one of London’s top gaming venues?
We attract the very best dealers and managers in Mayfair, ensuring we have a highly experienced team of croupiers along with welcoming customerrelations hosts. Our approach is one of welcoming our customers as if they are friends, so that it feels like a home away from home. The venue is situated in a unique location in Mayfair and it’s glamorously designed with a sense of opulence, setting it apart from other London casinos.
The casino’s décor is classic and one you say extremely expensive, so what is the approach to maintaining it whilst insuring its modern appeal? Luckily we don’t have too many accidents that result in things being broken! We always aim to maintain the highest standards, and constantly update and replace where necessary. If we are updating any of the interior aspects, such as the furniture, we work closely with our design team to maintain the modern feel of the interior but always staying within the brand’s guidelines.
How is footfall at Park Lane Casino postpandemic? Are the numbers back to pre-Covid levels, and what kind of incentives and privileges have been provided to assist? Business is the best it has been since 2017, so well before Covid. December 2023 was the busiest December in the 10-year history of Park Lane Club. We offer many benefits and rewards as a brand, through our loyalty program, The Met Card, which is tailored to our customers. We aim to host a variety of memorable events that are meticulously planned and enjoyed by our loyal client base.
Creating an enjoyable, fun, and relaxed environment is an important factor in leisure and entertainment venues. What kind of investment over the years has made into the likes of audiovisual and lighting equipment at Park Lane Casino?
As a brand, we constantly strive to offer our customers the very best experience and products in gaming. We have invested significantly in recent years, for example, installing premium screens for customers to enjoy their favorite sport, from the NFL to the Premier League to Saudi Pro League. We have also been updating the music channels so we can offer different music in different zones of the casino. To complement the atmosphere created from our events, the bar has a fully customizable lighting system that can not only adjust lighting levels, but also create different lighting effects. The piece de resistance is the beautiful, bespoke, unique and hand-made lighting fixture that covers the entire ceiling of the gaming floor.
What are the key factors in your opinion that contribute most to the operation’s success in these competitive times, which involve a whole host of entertainment and leisure alternatives?
The team culture is a hugely important factor, and our leadership team ensures that every member is happy and engaged, which in turn allows them to thrive in the workplace. This has a direct impact on the delivery of outstanding customer service. We have an exceptional,
customer-centric team that takes a highly personable approach and ensures our customers are well looked after, feel at home, and are comfortable. Our events are unparalleled — planned to absolute precision to ensure they are memorable for our guests.
Finally San, is there anything you would like to add around the current challenges in hospitality?
There’s a national shortage with chefs. We’re fortunate with our overall hospitality offering to have a full kitchen with professional and hard-working chefs who put customer satisfaction at the heart of what they do. Our head chef has come to know many of our customers personally, since he has worked here and understands how to cater to their needs.
www.parklaneclublondon.com
Despite what you may think, the fix isn’t in. By Al O’Grady
s a blackjack dealer I often hear comments from players that the “fix” is in. Really? Do casinos actually cheat, or could it be that the odds of probabilities are working itself out? At the casino I work at we have continuous shufflers at the blackjack table. The continuous shuffler is a subject for an article unto itself in the future, but today I would like to focus on the notion that the game is not on the up and up.
AOver the years, I have worked at two traditional, brick-and-mortar casinos, and for two other operators that worked informally at different sites serving charities, county fairs, and corporate fun nights. Each operator would provide training for dealers and would have each dealer pass a table test. I can say unequivocally that no casino operator has ever showed me how to cheat.
After gaining years of experience at the table, I still don’t know how to cheat as a dealer. Even if I did personally, I would not do it. Why? It simply isn’t worth it. Aside from the ethical dilemma about stealing, cheating etc., I could lose my license, my job or even
face criminal prosecution.
Now that I have patted myself on the back for simply doing the right thing, I would like to tell you about my coworkers over the years. I have never known a coworker who has cheated. I have never had a coworker show me how to cheat and my coworkers don’t engage in unscrupulous activities for the same reasons I don’t do it. It simply isn’t worth it.
While I am trying to impress upon you the upstanding actions of dealers as a whole, let’s not kid ourselves. Cheating has happened in casinos. Let’s start with the players. If someone thinks they can get away with something, they will try. They will use any and all devices at their disposal to take something that is not rightfully theirs. They will justify it anyway they can by saying casinos are morally corrupt, that they are getting even since casinos are taking advantage of the public, or that the casinos are a multi-million-dollar business and won’t miss it. They will use all sorts of acts of deception, misdirection, sleight of hand, diversionary tactics, etc., to get something for nothing. But in the end, it is cheating. It is stealing.
While I am trying to make the case that dealers are playing by the rules, there have definitely been cases where dealers have been involved in cheating schemes. There are those that have gone rogue but — I cannot stress this enough — these are isolated incidents. It is not the norm. By no means is this illegal activity sanctioned by the casino. It is not part of the culture.
It’s like the airline industry. We all know that air travel is the safest mode of transportation, but when there is a disaster halfway around the world it makes front-page news here at home.
Over the years as the casino industry has evolved. It has put safeguards in place to protect itself and to ensure a fair game is being played on both sides. I will give you a few examples. First, there is the human element. Casinos hire supervisors to watch the dealers, it has pit bosses to watch the supervisors and casino managers to watch the pit bosses. It has standard protocols for dealers when moving a stack of chips to a player. The bottom chip has to be “heeled” to ensure a dealer has not put a $25 or $100 chip at the bottom of a stack of $5 chips. Blackjack games have shoes to ensure the dealer is not dealing from the bottom of the deck and I’m saving the best for last. Casinos have 24-7 video surveillance all over the casino floor. No matter how good you may be at sleight of hand, misdirection or diversionary tactics, the eye in sky sees everything.
With the eye in the sky, there is a surveillance crew watching different tables at random. Not only are they looking for unethical play, they are also ensuring the integrity of the game. Dealers are human. They can and will unintentionally make mistakes. If a mistake is made that has gone unnoticed, the surveillance crew will call the pit boss to correct the error regardless if it is in favor of the house or the player. It has happened to me personally that we have taken money from a player by mistake. The error is recognized and the player is reimbursed. The road to fairness is paved both ways. Yes, it does happen.
Now let’s assume for a second that casinos intentionally cheat their customers. What would be the consequences? If they were caught, they would certainly have to answer to government regulators. There would definitely be fines or some other drastic restitution, including jail time or possibly being shut down. But even if they were caught and got a slap on the wrist, there would be an even greater penalty
and that is their public reputation. Would you go to a specific casino if it was found cheating? I wouldn’t. Cheating would negatively affect its bottom line making the risk far greater than the reward.
A casino is a business. It operates to maximize a profit. Cheating does not maximize profit in the long run. Quite the contrary, it hurts it. Every game in a casino has a house edge. If any game, any prop bet, any activity did not have a house edge, the casino would not offer it. It’s as simple as that. A casino has time on its side. It has enormous pools of capital to let the laws of probability work itself out. Yes, there may be a temporary swing in favor of the player but the key word there is temporary. Casinos are a license to print money. I have yet to see a casino go broke (with one exception and the man that did that went on to become President of the United States … but I digress). So do casinos cheat? Plain and simply, no. Why? They don’t have to.
From Barcelona to Bangalore, Zitro is expanding with confidence. By Peter White
While going to the annual ICE show can be a trek for some, it’s an at-home game for Zitro. The manufacturer and game provider resides in Barcelona, home to one of its two technology campuses. The other, newer one is halfway around the globe in Bangalore. Zitro President-International, Sebastian Salat, described this confident expansionism to Casino Life Publisher Peter White recently. Salat also previewed Zitro’s newest products and its presentation at ICE Barcelona. His conversation with White, which has been edited for clarity, follows.
We are now in an era where we have gaming industry exhibitions in every continent combining every aspect of the industry, many incorporating conferences and awards. What is Zitro’s approach to deciding which events work best for the company? First, we make sure to maintain a global presence by attending numerous trade shows worldwide. They are essential for the gaming industry and serve as key meeting points for all industry players. These help us reach diverse markets, expand our brand recognition
and understand the different regional dynamics within the industry. It’s important for us to be there, to connect with our clients and showcase our products.
Additionally, we organize our own “Zitro Experience” events. Those events give us the chance to spend quality time with our clients in a more intimate setting. It’s a great way to foster stronger relationships and have deeper discussions about what we offer. It ensures our clients get information about our value proposition in a cozy, relaxing atmosphere.
When it comes to awards, we truly appreciate the recognition they bring. These accolades highlight the hard work and dedication of our team, and serve as fantastic networking opportunities. For instance, this year we were thrilled to receive the Fantini Research Award. What makes this award special is that it’s based on feedback from our clients, gathered by EKG. Knowing that our clients value our work fills us with pride and motivates us to keep creating great products for the industry.
We've also been honored with several prestigious awards over the years. Our founder, Johnny Ortiz, has been named Businessman of the Year three years by the
Spanish magazine Azar Plus. I, myself, have received AGEM’s Jens Halle Memorial Award, which recognizes excellence in commercial gaming professionalism. These awards not only enhance our reputation but also reinforce our commitment to excellence.
How are you preparing for ICE Barcelona with regard to your Central and South American customers, given the benefits of the language and the extensive number of flights?
We are preparing for ICE Barcelona with a big and spectacular booth designed to showcase the very best of Zitro. Our booth will be a hub of innovation featuring our latest products and solutions. Visitors can expect a dynamic and engaging experience, with hands-on demonstrations allowing them to experience our new product lineup firsthand.
Furthermore, the fact that the show is held in Spain is a significant incentive for Latin American operators who, in our opinion, will travel in much greater numbers to Barcelona than they did to London. This increased attendance is facilitated by the linguistic and cultural connections, as well as the extensive number of flights between Latin America and Spain. For our Central and South American customers, this makes travel more convenient and accessible.
Moreover, given that Zitro's main technology campus is in Barcelona, we assess very positively the opportunity that ICE Barcelona will represent for Zitro. We expect to have many opportunities to show operators and regulators our facilities, and — through them — the dimensions of Zitro's project.
Are you already preparing designs for your booth?
At ICE Barcelona, our customers can indeed expect to be greeted at the biggest booth Zitro has ever had at any show. With the diverse range of products that Zitro offers for gaming halls and casinos, we must stand out.
As we prepare for ICE Barcelona, we are already working on designs for our booth that reflect the scale and scope of our offerings. The Zitro booth will not only showcase our latest products and innovations, it will also embody the spirit of Spanish hospitality. Those who have visited our booth at the Madrid show know firsthand the warm and welcoming atmosphere we strive to create. Our booth will feature significant areas dedicated to welcoming our customers and friends. Whether it’s a casual meeting space or a more formal setting for product demonstrations and discussions, we will cater to the needs of our visitors.
It’s been over a decade since my last visit to your Barcelona cffices and a lot has changed, including the building. I noticed you have an open-plan working environment. In what ways does this level of inter-departmental communication (especially in games and technology) assist with innovation in the development process of new games?
In our open-plan office, communication flows freely between departments, particularly among engineers, artists and programmers. This level of
inter-departmental communication is crucial in the development process of new games. It allows for the cross-pollination of ideas, where different perspectives and skill sets can come together. We work as a united team, breaking down barriers – such as walls – and encouraging everyone to contribute their unique expertise to the development process.
Following your launch in India last year, how do you anticipate it will contribute to your business, such as innovation, talent acquisition or market reach in the coming years?
The opening of our new Technology Campus in India is proof of our ongoing commitment to innovation and reflects the significant growth of our Zitro brand. This new campus has also played an important role in Zitro’s efforts to increase its production capacity in software development and further strengthen its investment in R&D. Bangalore, a strategic hub renowned for its skilled professionals, presents a strategic advantage. It allows us to leverage the local talent pool and unlock exciting new possibilities for product development. As a global company, we are committed to hiring talent across geographies and expect that, together with our team based in our Technology Campus in Barcelona, we are well-positioned to drive continuous global product innovation, and to complement Zitro’s continued growth in the years to come.
In addition to your extensive range of Zitro slot games, the company is also well known for its very popular bingo games. Do you have new ones on the market and what regions tend to be your biggest for these games?
Zitro offers a comprehensive portfolio, which not only includes a wide range of slot games but also features our immensely popular bingo games. While our focus has expanded to compete globally in the video-slots market, we remain committed to maintaining our leadership position in video bingo.
Our strategy has been to innovate within the video bingo sector while simultaneously pursuing growth opportunities in the broader gaming market. This approach has allowed us to introduce exciting new bingo games while continuing to excel in our core area of expertise. For instance, some of our latest video bingo offerings include titles like Extravaganza Da Vinci, Extravaganza Double Bonus, Fratelli Pizza, The Great Wealth and more.
The online casino and bingo market continues to grow. How is Zitro Digital meeting the increasing demand and which games are proving your most popular with online operators?
At Zitro Digital, we are actively responding to the rapid expansion of the online casino and bingo market by implementing targeted strategies designed to meet the surging demand in this ever-evolving landscape.
Our primary focus is on accelerating the release of new games, to ensure that our offerings remain engaging for players in the digital realm. This involves replicating our most successful land-based games for the online world. Another key aspect involves a wider distribution of our games across online markets worldwide. Our goal is to make our games accessible to players wherever online gaming is regulated, thereby maximizing our reach and potential audience.
To complement our efforts in game development and distribution, we place a strong emphasis on providing marketing, and customer support. This includes offering promotional tools, and resources to support operators in effectively managing and promoting our games. We believe that by working closely with operators, we can collaboratively develop successful commercial strategies that optimize the performance of our games in the online market.
Speedy advances in technology provide more scope for incorporating even more features into games. Given this, do popular games that have been in the market for several years get a makeover when they are redesigned with the latest technology?
It’s similar to what happens with music, where there are musical pieces that become classics. In the gaming world, there are games that we can define as such. These games enjoy an almost indefinite
commercial lifespan, although their gameplay mechanics, graphics and sensations can be used in the development of new products, thanks to modern technology. In the realm of music, timeless compositions are reimagined, and reinterpreted by artists, incorporating modern technologies and trends while preserving the essence of the original work. This same principle applies to gaming, where iconic titles can inspire new iterations, and adaptations that leverage advancements in technology and design.
Games are getting more and more interactive with movie-quality animation, and accompanying sound. What is Zitro’s approach to maintaining its technological edge?
At Zitro, maintaining our technological edge is at the core of what we do. We recognize the importance of staying ahead of the curve in this ever-evolving industry. To achieve this, we invest heavily in research and development, constantly exploring new technologies to enhance the gaming experience for our customers.
Our approach is similar to that of the film industry, where cutting-edge technology is used to create immersive and lifelike experiences. We strive to make our games more human-like by leveraging state-ofthe-art graphics, animations and sound design. Each element is meticulously crafted to build the personality of the game and to evoke emotional responses from players.
With the growth of online gaming offers, we understand the need to differentiate gaming machines to provide unique experiences that cannot be replicated in the digital realm. This is why we place a strong emphasis on the land-based casino environment, ensuring that players are met with sensations and experiences that online casinos cannot match. To achieve this, we continually push the boundaries of hardware and software development. Our machines feature increasingly large hardware formats, capable of delivering stunning visuals and immersive gameplay.
Moreover, our game developments incorporate a much-more-notable multimedia component than ever before, allowing players to enjoy a truly immersive experience that transcends the limitations of online gaming.
Many of the roles at Zitro are filled with specialists in electronics, IT, math games, software development and art. These roles are difficult to fill, as there is a bigger demand than available people with the required expertise. Do you also look to provide training for employees so the company can fill many of these roles internally as it grows?
At Zitro we recognize the importance of having specialists in various fields. However, we understand that filling these roles can be challenging due to the high demand for individuals with the required expertise. As the company continues to grow, we are committed to addressing this challenge by investing in the development of our employees.
One approach we take is to provide training opportunities for our employees. We believe in empowering our team members with the skills and knowledge they need to excel in their roles. Whether it's through formal training programs or workshops, we are dedicated to helping our team enhance their expertise and capabilities.
Moreover, we understand that human interaction
plays a crucial role in professional development. Therefore, in addition to formal training, we foster a collaborative and supportive work environment where employees can learn from each other, and share insights and best practices. Social interaction not only helps individuals progress in their respective roles but also strengthens teamwork. By investing in both training and fostering a culture of collaboration, it not only helps us address the current demand for specialized talent but also ensures that we have a strong pipeline of skilled professionals to support our company's growth and innovation initiatives in the future.
What are the up-and-coming shows where readers can visit your booths?
For the remainder of the year we’re eager to showcase our products at several upcoming industry events. We kick off in June with G2E Asia in Macao, followed by our Zitro Experience private event in Perú. In the last quarter of the year Zitro will once again attend the Expo Andalusian Gaming Congress in Spain, as well as the much-anticipated G2E Las Vegas, and then head to the BEGE Expo in Bulgaria. Regarding Zitro Digital, while Zitro booths at all the major international fairs will feature our digital gaming offerings, this year our digital division will also participate in dedicated online events like SBC Lisbon, SBC Miami and SIGMA Malta.
Capture your audience’s attention with trending topicality. By 1xBet
opunder traffic is a phenomenon in Internet marketing that focuses on creating content and strategies aimed at capturing the maximum attention of a mass audience based on popular or current topics, trends, and pressing issues. The term “popunder” is a fusion of “populism” and “pandering,” implying the endorsement of popular views or the interests of the masses while neglecting more profound or complex subjects.
PPopunder traffic is frequently employed to boost traffic to websites, on social media and in content marketing. This strategy seeks maximum audience engagement by catering to their current interests and emotions. It can encompass crafting headlines and content that elicit strong emotions, employing popular hashtags and trends on social media, and promptly responding to current news and events.
The traffic obtained in this way can and should be monetized. That is why 1xBet invites everyone to join the 1xBet Affiliate Program and take advantage
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However, using popunder traffic can raise ethical and quality concerns because it sometimes entails sacrificing accuracy, and depth of information for the sake of mass appeal. Therefore, before employing this strategy, it is crucial to carefully weigh the pros and cons, and ensure it aligns with your goals and values.
Popunder traffic advertising in 2024: is it still viable?
In the world of Internet marketing, especially within the realm of betting and gambling, it is crucial to continuously adapt to the evolving landscape, and the
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Sports Betting Operator provides technology features, news and new product information, keeping online gambling companies up to date with the fastest growing gambling sector in the world
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Analysts see a “resilient” Las Vegas Strip but “malaise” elsewhere. By David McKee
In the five-year period of 2019-24, the gaming industry saw a promising run-up in business that was rudely curtailed by Covid-19. It could have been a nearfatal blow … save that casinos and their affiliated businesses came back bigger and faster than almost anyone predicted.
Fast-forward to early 2024 and the party, if not over, is showing signs of dispersing. Casinos in the United States are showing downward revenue trends in the first four months of the year. Two states that are exceptions, Colorado and Illinois, have done so by dint of adding new gambling capacity, redistributing existing business.
The year got off to a cruel start with savage January weather that severely crimped gambling grosses. But the rebound has been anemic, even in Las Vegas itself, which has been seemingly impervious up til now.
Of U.S. casinos’ Big Three, Caesars Entertainment had the worst of it. Everything that could go wrong for
the Roman Empire did so. As Deutsche Bank analyst Carlo Santarelli reported, Caesars’ numbers “were expected to be challenged, and they were just that, challenged … The print, while surely saddled by lower hold in Vegas and tougher weather comparisons in January in the regional markets, likely provided little in the way of confidence.”
By contrast, MGM Resorts International outperformed by simply meeting expectations. This time Santarelli wrote “we think the print itself served as a bit of a relief for investors, as domestic results were largely favorable, relative to our forecasts, while Macau came in materially better, which was somewhat expected.” Or, as Jefferies analyst David Katz put it, MGM displayed “solid execution amidst a complex operating environment.”
Amid some shaky first-quarter earnings reports, Wynn Resorts’ ‘business as usual’ disclosure came as a benison to Wall Street. “Overall, we found the commentary around both Macau, and, to a lesser
extent, Las Vegas, to be constructive and favorable, despite tougher comparisons on the horizon in Las Vegas,” wrote a relieved Santarelli. Katz, by contrast, saw emerging weakness on the Las Vegas Strip, alleviated somewhat by non-gambling revenues.
Revisiting the issue after the earnings-call fortnight was over, Truist Securities analyst Barry Jonas had a mixed view of prospects in the Vegas Valley. The Strip, he opined, “remains resilient [but] Locals trends remain shakier, between higher promos and a softer low-end customer.”
The Vegas-locals scene witnessed cannibalization from new Durango Resort, Station Casinos’ trophy property, and a new promotional war set off by the valley’s independents. Station, Boyd Gaming and Golden Entertainment were sitting this out but Boyd had admitted being hurt by the marketing escalation.
Outside Sin City, the industry was hoping (and sometimes managing) to grow revenues and cash flow by means of adding new casinos rather than on a same-store basis. In the past, Wall Street has frowned on this tendency, although it has kept mute about it now. The industry, meanwhile, expressed frustration with the slow pace of casino expansion in New York State, which had expected to be a cash bonanza.
Deriving as much as 80 percent of its cash flow from high-end players, MGM believed in the future, despite “modest weakness” at its bargain properties.
It continued to expect a comeback in baccarat play. Execs were also keen on their Marriott partnership, which continued to outpace projections for 2024.
Fortunately for MGM, in this case, it is mainly concentrated upon the Strip. (Vegas-only Station has enjoyed a similar resilience.) Caesars, Boyd and other geographically diversified companies were suddenly finding their hub-and-spoke model to be a liability.
Golden executives were downright pessimistic. “Management is seeing some cracks in the mid- and lower-tier consumers, believing a higher cost of living for longer is beginning to have a negative impact on discretionary spend,” Jonas reported.
A few days later, Santarelli weighed in to the effect that the casino industry was caught in a vise between shrinking consumer discretionary dollars and a change in customers’ spending priorities. This was proving to be the bane of provincial casinos … basically, anyone outside of Las Vegas. Complicating matters further was “more muted organic demand” for gambling, i.e., that lack of same-store growth.
Santarelli described the current atmosphere in regional gaming as “challenging” although not “overly surprising, when considering the outsized growth the regional gaming sector experienced over the 2021/2022 periods, given the stimulus influence and pent up customer savings.”
The analyst said non-Vegas gaming was in a
“malaise,” with revenues down 2.5 percent through April 2024, although still over eight percent higher than in 2019. He compared this to the stability of last year, in which gross gaming revenues were basically flat with 2022.
Santarelli painted a picture of casinos in which visitation has flattened and as much as 20 percent of customers have not come back from before the 2020 pandemic. “Recall,” he said of the defectors, “many of these patrons were low value visitors, who came for amenities (buffets) and or for promotions, which they are no longer receiving.”
Gambling, he continued, has been kept aloft by heightened spending by the average player. In other words, fewer players have been gambling much more. Santarelli seemed skeptical that the dynamic could be maintained.
Ergo, “casinos are actually seeing a smaller portion of the wallet share than the data articulates … Thus, the decline in wallet share for regional casinos, is likely greater than the data would indicate.”
The stock boffin confined his observations to nonVegas casinos. Will the malaise spread to the Strip? Only time will tell.
The premiere European edition of the Global Table Games & Game Protection Conference is set to convene. By Richard Marcus
e are now less than six months from the premiere European edition of the Global Table Games & Game Protection Conference at the London Hippodrome Casino, November 18-20, 2024, and things are moving quickly. First off, I am happy to announce that the keynote speaker will be none other than Hippodrome CEO Simon Thomas, who has been a major player in the gaming industry in both the UK and in Europe. Mr. Thomas, who has been a headline speaker at the main ICE event and host of the 2023 ICE Symposium, will deliver a presentation that will surely have an impact on the UK and European casino markets going forward.
WWe at the GTGC/GGPC Europe strive to bring a unique and eventful conference to these markets. We will cover a wide array of topics and avoid repetitive sessions, which tends to happen at larger events. One new topic on the program will be a growing casino marketing concept called “Gifting.” This strategy has been gaining momentum in the giant U.S. casino market and is beginning to make an impression on the other side of the pond. We will have Joe Hall and Jon Reuben, the co-founders and CEOs of Gift&Go, discussing the power of how the right customized gifts to the right casino players can fortify your base of premium customers, and they will demonstrate how their technology platform works.
We will of course delve into the all-important topic of table games analytics and visualization from two sides: artificial intelligence and good ol’ empirical reasoning. We are thrilled to have Ari Mizrachi, senior vice president of Tangam Systems, coming from the U.S. to present at the conference. Tangam’s intuitive platforms, which deliver unique insights to optimize casinos’ table-game and slot-machine mix have revolutionized the way casino businesses operate.
We will also take a refreshing look at the allimportant issue of “Healthy Gambling,” using Simon Thomas’ term for safer gambling. The issues for protecting casino players are much more emphasized in the UK and Europe than they are in most other casino jurisdictions. We plan to provide the best coverage of them by bringing in the best speakers with the most knowledge and experience in that domain.
Special guests Frank Mugnolo and Peter Mastroianni, an accountant and attorney respectively, share a hobby that just may result in one of the most important upgrades to the table games industry in both the brick-and-mortar and iGaming sectors. They will present on why it is so vital to pump new ideas into the development of table games and ETGs that cater to the younger generation of gamblers. This is especially important to brick-and-mortar casinos’ survival in a market that has seen various closures the past few years.
Mugnolo’s and Mastroianni’s company, M&M Entertainment, has recently developed the hottest new table game to hit Las Vegas in decades, called Knockout 52. At this time, the game is undergoing its initial field trial at The Strat casino in Las Vegas, where gamblers eager to play it are waiting three-deep around the table to get a seat. Two dozen U.S. and Canadian casinos have already ordered the game, and two in Europe have taken the plunge.
Another new and must-see session at the GTGC/ GGPC Euro will be hosted by Casino Life Magazine’s very own Peter Wilkinson-White, the founder and CEO of Outsource Digital Media Ltd. Mr. Wilkinson-White, who has conducted more interviews with the driving forces of the UK/Europe gaming market than anyone else during the past 20 years, will conduct a big interview with some special industry people right on the conference stage at the Hippodrome.
I cannot wait to see that. And I cannot wait to see those of you who choose to attend this brand-new casino event at the Hippodrome!
Rapid advancements in generative artificial intelligence (AI) have sparked both excitement and concern within the creative industries. While AI-powered tools have the potential to revolutionize the way we approach art, music, and other forms of creative expression, there are growing concerns about the potential impact on intellectual property rights and the role of human creators.
The recent announcement by Sony Music Group to opt out of AI training for its music catalog has brought these issues to the forefront. As a company that has long impact in the value of musical artistry, SMG's decision underscores the complex landscape that the creative industry now navigates.
What would be the evolving relationship between generative AI and the creative industries become. How do we harness the power of this technology while safeguarding the rights and contributions of creative artists?
As generative AI continues to advance, companies like Google and OpenAI (Microsoft) have introduced innovative ways for users to engage with, and leverage these powerful technologies. A key development has been the introduction of “playgrounds” — customizable environments where paid users can train and fine-tune generative AI models to their specific needs.
These playgrounds allow individuals and organizations to define their own parameters, datasets and training objectives, creating a tailored instance of the generative AI engine. This segregated environment is isolated from the public-facing versions of the AI, providing users with an added layer of data privacy and control.
The concept is akin to utilizing cloud-computing services to host sensitive data and applications. Just as companies can leverage cloud infrastructure while maintaining control over their proprietary information, these generative AI playgrounds enable users to harness the power of advanced language models and other generative AI capabilities without exposing their data to public access.
This approach has the potential to address some of the key concerns surrounding generative AI, particularly in the creative industries. By allowing users to train and refine the AI within their own secure environments, the risk of data leakage and unauthorized use of copyrighted materials can be significantly reduced. Moreover, these customizable playgrounds enable users to fine-tune the generative AI models to align with their specific creative or business needs, potentially enhancing the accuracy and relevance of the generated outputs.
However, the implementation of these generative AI playgrounds also raises questions about accessibility and the democratization of the technology. As these features are often reserved for paid users, there is a risk of creating a tiered system where only larger organizations or well-resourced entities can fully leverage the potential of generative AI, potentially widening the divide between independent creators and industry giants.
As the creative industry navigates the rapidly evolving landscape of generative AI, it is clear that we are still in the early stages of defining the longterm development path for these transformative technologies. The recent decisions and approaches taken by industry leaders, such as Sony Music Group’s opt-out from AI training, and the introduction of customizable generative AI playgrounds by tech giants, highlight the complex, multifaceted challenges that must be addressed.
On one hand, the ability to fine-tune generative AI models within secure, personalized environments
Raymond is a software engineer by profession with a track record in corporate innovation and entrepreneurship. He co-founded two prosperous startups, TGG Interactive and Global Gaming Group in Asia, where he served as director and CEO to lead the customer intelligence and electronic gaming businesses from 2007 to 2018. Earlier in his career, Raymond was a founding member of the business intelligence team at E*TRADE from Morgan Stanley and played a pivotal role in designing the TiVo customer intelligence system in Silicon Valley.
offers a promising solution to concerns around data privacy, intellectual property rights and the integration of these tools into specific creative workflows. However, the potential for a tiered system that limits access to smaller players raises questions about the democratization of these technologies and the equitable distribution of their benefits.
By proactively exploring the boundaries and possibilities of generative AI, the creative industry can position itself at the forefront of this technological revolution. By staying on the edge of this competition, the creative industry can also harness the benefits of generative AI while safeguarding the integrity and value of human artistry.