MGM GRAND HOTEL & CASINO, LAS
VEGAS, NEVADA, 1991-95
This adventure started at The Desert
Inn Hotel and Casino where the team that eventually would run the MGM was
being assembled. As executive vice-president Latin American operations,
he streamlined the department in preparation for the transition and sale
to ITT-Sheraton.
Slated to continue in marketing, an opportunity arose to polish his operational skills, and he opened the MGM Grand as Director of Baccarat.
Joining him was Robin Powell as Baccarat Shift Manager, who in the pre-opening phase of the operation was part of a three person team that developed all the training material and program design for the 1000 person table games department.
Together they endeavored to create a world class Baccarat department, incorporating advanced training programs and innovative policies such as 360 degree performance reviews and a highly developed reward and recognition program. With these tools they were able to motivate the staff into attaining the cohesiveness, interdependence and esprit de corps of a high-performance-team. The following data speaks for itself.
In
1994, its first full year of operation, this 10,000 sq. ft. "casino
within a casino" posted a record 160 million dollar win, on over 500
million dollars in revenues, a Las Vegas record that still stands.
The dollar amounts are significant, because the complexity of the
operations is in direct proportion to the volume of play per table. This
is particularly so when it comes to customer interaction. At the above levels,
the team is dealing with fissionable material --high-rollers--,
under circumstances that will brook no mistakes. The skills applied to keep
these very demanding customers happy, under somewhat less than joyous
circumstances, (the odds favor you know who) are invaluable, and can be
applied in a variety of situations.
*MGM Project design by KMA interior design.
BALLY'S, LAS VEGAS, NEVADA
The Navegante Group was retained to provide
a blueprint for entering the lucrative high end Asian gaming market. Robin
and TJ were responsible for developing parts of` the project including complete
redesign of the premium playing area, preparing detailed operations manual
and providing "know how" for the establishment of international
credit policy and its parameters. Their extensive knowledge of international
marketing and operations personnel played a major part in the staffing of
this department with efficiency and minimum risk. The Group also took on
the task of preparing a marketing plan and introducing company executives
to the principal players in Asia.