JEWEL OF THE DESERT
Jamul Casino Resort marks a decade of serving Southern California
Welcome... Without a Clue
Publisher: Peter White
Tel: +44 (0) 1892 740869
Mob: +44 (0) 7973 273714 peter@outsourcedigitalmedia.com
Editorial:
Editor in Chief : David McKee dmckee@huntingtonpress.com
Editor EMEA: Damien Connelly damien@outsourcedigitalmedia.com
Online iGaming Editor: Mark McGuinness markmcguinness847@gmail.com
Columnist: Raymond Chan ymrchan@hotmail.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
Production:
Designer: Stewart Hyde stewart@de5ign.co.uk www.de5ign.co.uk
Accounts: Helen Holmes accounts@outsourcedigitalmedia.com
DMcKee CASINO
IT Director: Pasha Kuzminskiy pasha@outsourcedigitalmedia.com
There’s a discernible disconnect at work in Las Vegas. While top-echelon business remains robust, the middle- and lowertier customer is staying home.
It’s quantifiable, as when Truist Securities analyst Barry Jonas recently compared sagging room rates at massmarket MGM Resorts International and Caesars Entertainment with solid ones at Wynn Las Vegas, Venetian and even slowto-start Fontainebleau.
Part of the problem is that international business, 12 percent of the Sin City pie, is largely absent. The Trump administration’s psychotic jihad against overseas tourism has seen to that. Business from Canada has largely dried up and Mexican tourism was fading badly when last we checked.
But with Las Vegas down as much as 11 percent in terms of visitation, the domestic customer is also among those missing in action. Here, the casino industry ought to look in the mirror. It’s no exaggeration to say that Vegas is pricing itself out of contention.
Thanks to the spread of regional casinos, one of which (Jamul) is profiled in this issue, the Sin City experience is far less unique than it used to be. A city predicated on gambling now must stress sports, exotic entertainment and conventions to remain competitive.
It doesn’t help that price-gouging is out of control. Whether it’s the $26 minbar bottle of water at Aria – the world’s first $4 billion casino – or the $25 levy for room-service cutlery at MGM Grand, or the $55 penalty for unplugging an electric fixture at Paris-Las Vegas, casinos have found new and creative ways of screwing the very customers upon whom they depend.
Nowadays, thanks to our global village, an unreasonable surcharge immediately goes viral and the PR damage is irreparable. Even were it not, casino CEOs are unrepentant, musing publicly about innovative, insidious methods of nickel-and-diming John Q. Public. They got away with this for a long time after Covid-19, when customers were so glad to be in Vegas again they would pay any resort fee, bet any jacked-up table minimum. But that’s worn off and the C-Suite has been slow to notice.
Not getting the point, Las Vegas Convention & Visitors Authority CEO Steve Hill recently whinged that the complaints were “anecdotal.” But that’s exactly what people remember and it shapes all-important public perception. If Hill and the industry for whom he stumps really care about reversing that, they ought to bust out some value propositions, like those to be found at Michael Gaughan’s South Point (profiled in this issue).
Gaughan, like Derek Stevens of Circa, Jonathan Jossel of the Plaza, Terry Caudill at the Four Queens and Ken Epstein at the El Cortez, gets what makes Las Vegas special. The barons of the Las Vegas Strip either don’t or won’t. Let’s hope that changes as customers vote with their feet.
David McKee Editor
The White Album
A Timeless Icon
RA visit to Atlantis Paradise Island. By Peter White
eturning to Atlantis Paradise Island this August was both a privilege and a pleasure. First opened in 1994 by the visionary Sol Kerzner, Atlantis remains one of the most highly impressive resorts in the world, a destination that continues to set the standard for global hospitality.
What struck me most on this visit was how fresh and vibrant the resort still feels. From the moment you arrive, the scale and architectural brilliance of Atlantis dominates the island in the most spectacular way. Nearly three decades on, it is remarkable how new the resort continues to look, thanks to its meticulous upkeep and thoughtful refurbishments.
The popularity of Atlantis is reflected in the joy on the faces of guests of all ages. Families, couples, and groups of friends all find their own kind of fun here, from the dedicated children’s entertainment (even Barbie makes an appearance) to the worldclass golf course designed to challenge and delight in equal measure. Dining is another highlight, with an exceptional range of food options to suit every taste.
The refurbished casino is another jewel in Atlantis’s crown. Fresh, inviting and buzzing with energy, it remains one of the most popular attractions on the island. This December it will again take center stage by hosting the prestigious World Poker Tour, underlining Atlantis’ global reputation in the world of gaming.
Atlantis is not just a resort, it is an enduring driver of tourism and prestige for Nassau itself. The island has greatly benefited from the international recognition and steady flow of visitors this world-class destination continues to attract.
Above all, my return visit reminded me why Atlantis Paradise Island has stood the test of time. Its blend of visionary design, constant reinvestment and outstanding hospitality ensures that every guest
leaves with lasting memories. I would like to extend my thanks to everyone involved in making my stay so special. Your warmth and professionalism embody what makes Atlantis truly extraordinary.
Nearly 30 years on, Atlantis is as impressive as ever, a timeless destination that continues to enchant the world.
Peter White, Publisher of Casino Life Magazine
Cowboy Up!
Going on 20 years old, South Point enjoys a unique niche among U.S. casinos. By David
McKee
When Coast Casinos CEO Michael Gaughan announced, in 2003, that he would be building a casino-resort predicated upon an equestrian arena, some scoffed. It was such a risky, contrarian thing to do. Gaughan would eventually have the last laugh, but it has been a winding, 20-year journey from then-South Coast’s debut in December 2005.
By the time the $625 million (a huge budget for a locals casino) first phase had been built, Coast Casinos had been absorbed into Boyd Gaming, resulting in a clash of corporate cultures. Boyd
seemingly didn’t know what to make of South Coast or of the egalitarian Gaughan way of doing things. An October 2006 divorce was effected, as Gaughan took South Coast with him and renamed it South Point.
At the time, Gaughan said, “I’ll straighten this place out. I’ve kind of been too far removed from it. I’ve gotten lazy. It’s time to go back to work.” (Boyd intended to put its resources into Echelon Place and North Coast, neither of which was ever realized.) Reverting to the Gaughan family, South Point grew and grew, undergoing expansions in 2008 and 2010.
A maverick even among casino owners, Gaughan had bucked the post-9/11 tide by hiring more workers at a time the casino industry was sacking thousands. During the Great Recession, he twice enlarged South Point. It’s confidence like that which has set him apart. South Point General Manager Ryan Growney has had, for 15 years, a critical role in steering South Point’s ever-rising fortunes. Where Gaughan himself is media-shy, Growney is expansive and upbeat. He sat down with Casino Life for a lively chat on the past, present and future of the Gaughans’ signature resort.
Ryan, what is your background in the industry and what brought you to South Point?
I was born and raised in Las Vegas. I went to Georgetown University and got a finance degree. I spent seven summers rodeoing. I was going to go to law school, because I didn’t know what I was going to do, and ended up taking a summer job in the Coast Casinos carpenter shop. That building is the Las Vegas School of Dealing and I always thought dealing would be fun. So I went to dealer school for a week and then broke in at The Orleans, pitching cards. I just fell in love with the business and never looked back. My family has known the Gaughan family my whole life. Mr. Gaughan said, “If you’re interested, let’s move you around a little bit, see if you like this.” So I
went to the food department, worked in the ice cream shop, the butcher shop, the front desk, reservations and I just loved it. I love the action. I love having a job where you’re here for 14 hours and it feels like six, as opposed to a job that you’re there for eight hours and it feels like 12.
My biggest break was actually the merger with Boyd Gaming, because Mr. Gaughan’s structure is very flat: It’s him, me and I’ve got 36 direct reports. When they merged, Boyd wanted him to replicate their hierarchy. So there were a lot of spots to fill very quickly and I had moved around the casino by that point. Where there was a hole, I filled it and was able to move up very quickly. I’ve worked at seven properties: I started at The Orleans, went to Suncoast, went to Barbary Coast.
I actually was at South Coast at the opening, as assistant GM. Then the arena general manager quit before it opened. So I took that spot, because I had a cowboy hat and boots – but didn’t know anything about it. In six months I got it open, moved on, went back to The Orleans. Then I was general manager of Barbary Coast when Mr. Gaughan decided he wanted to separate from Boyd Gaming and he ended up with South Coast. He renamed it South Point ‘cause he only had to change three letters on the sign. I stayed with Boyd Gaming at Barbary Coast.
Boyd had just purchased Dania Jai-Alai and needed a guy on the ground in Florida to run that transition team. So I went to Florida for seven months, and came back and went to work at Sam’s Town as the director of operations for two and a half years. Then the general manager at South Point retired and Mr. Gaughan called me for an interview. I got the job in 2010 and have been here ever since.
You came up the old-fashioned way, didn't you? That’s how Michael Gaughan likes to do it.
What is your working relationship with the Gaughans like?
Everyone’s working relationship with the Gaughan family is amazing. I’ve never met a person that cares about his employees more and I’ve never met employees that care about their employer more. His office is right next to mine. We have lunch together three or four times a week. He is very hands-on. The phone rings, he picks it up. It’s fantastic to watch.
After almost 20 years in the market, what are South Point's keys to staying relevant and competitive?
We joke about it all the time because, obviously, there’s been a lot of changes in the market, whether it’s local or destination. That’s the brilliance behind South Point. The Orleans was kind of a hybrid with 1,800 rooms. We have 2,163 rooms. We have the Grandview timeshares next door with 2,000 rooms. We have amenities that a destination property has, but we are a locals casino. We have bingo, bowling, movie theaters, very inexpensive food. So all the destination amenities that make us great, the locals enjoy. And all the local amenities that we have, the destination guests enjoy.
There’s something to be said for the way things used to be. Even our buffet: three meal periods, seven days a week. I don’t think it exists in town anymore. There’s a couple that have brunches, but they’re not three meal periods and they’re not many left anymore. I’m serving 3,000 to 3,500 people a day in my buffet. If I didn’t have the buffet I couldn’t feed all the people that we have here. You still get the value: free parking, inexpensive food, drinks are cheap. We’re doing $2 beers for football season and people, especially now, have come to love that fact.
We have such long-term employees here that are so happy to service these guests. It’s hard to explain but
the culture and the employees that we have and the service that we give our customers – it shouldn’t be a secret. [laughs] That’s what our success relies around.
The equestrian center is an unusual amenity. How important is it as a draw?
It’s very important, for a couple of reasons. Paula Gaughan designed the thing. She traveled all over the country, going to cutting-horse shows at equestrian centers, and when it came time, Michael still had the Orleans Arena – maybe the nicest mid-size arena in the country. When he was building this property, he didn’t want to build another arena to compete against himself.
Mrs. Gaughan designed this for the competitors. You drive off I-15, you pull in the barns, you check into your room, into your stalls and into the show, all in the same location. The barn bellmen take your stuff to your stall. The hotel bellmen take your luggage to your room. You park out back along I-15, we pick you up in a John Deere Gator and bring you back. Your bags are in your room, your stuff’s in your stall, so you can now compete in three different arenas in an 11-day show and eat dinner in a different restaurant every single night, and never go outside.
Michael Gaughan, CEO, South Point Hotel, Casino & Spa
We’ll do 30 equestrian events spanning 46 weeks of the calendar. So 46 weeks of the year, we have cowboy hats in the building. A lot of people like that." “
It’s important to the Gaughans because it’s a labor of love. Everybody’s got a brand or an identity. It’s what we have become known for. We’ll do 30 equestrian events spanning 46 weeks of the calendar. So 46 weeks of the year, we have cowboy hats in the building. A lot of people like that. That arena is busy 49 weeks of the year. The three weeks that it’s not is by design, because we’re sold out for other things.
Obviously, you do a normal arena, you have a concert and 10,00 people show up, and you hope that 2,000 stick around in the casino. For the equestrian center, you’re going to stay where your horse is staying. So those 1,500 or 2,000 people, they’re going to stay with you for five days. It’s all about the competitors and the people renting hotel rooms. It’s turned into the number-one, premier equestrian center in the country.
Gambling aside, how much have the other offerings changed over the years?
Not much. Michael is 82. He’s been doing this longer than anybody. He got a call the other day: “Hey, you’re the longest-licensed individual in Las Vegas.” We were licensing people before other states, which means he’s the longest licensee in the world. He’s always
done it his way and we’ve carried that on. There hasn’t been much to change and part of the reason is we’re kind of land-locked. We added the third tower. We added a tournament bowling plaza and it has become an absolute monster.
Outside of that, it still has the same feel as his properties have over the years. It’s just gotten bigger and he has taken the things that worked at the other properties that he's built – this is his fifth – and this is kind of his masterpiece. It’s all the things that worked at the other properties, all the things that the customers like and want. We have those here and it seems to be benefiting us well.
Let’s talk about that bowling alley. Bowling center, sir. [laughs]
My apologies!
Mr. Gaughan has built more lanes than anybody in the country. He’s had bowling centers at Gold Coast, The Orleans, Suncoast and we have a normal, 64-lane bowling center here. It was Christmas Eve, my first year here, and my bowling director at the time, said, “There’s a thing called the United States Bowling Congress.” The Congress hosts four tournaments a
year. They were getting ready to select the next 10 years’ worth of cities to host their tournaments. He said, “I really think this would be something amazing.” They had just left Las Vegas and had 90,000 bowlers. That was an anomaly. It was their first time in Vegas but the average would be 50,000 or 60,000 bowlers in one tournament for the USBC Open Championships.
I said, “Hold on a second. Fifty-thousand bowlers!” There’s a reason there are bowling centers in all local casinos. It drives people, and they’re good people and they like to gamble. So I’m doing the math: 50,000 bowlers, three and a half nights per bowler plus a guest. So we presented it to Mr. Gaughan and he said, “Let’s do it.” We built a $35 million facility. It gave us the ability to have two additional competition arenas on the first floor. Then we’ve built the tournament facility on the second floor. We had the Open Championship last year and had 55,700 bowlers. The tournament lasts six months and it’s 500 rooms a night. Going into it, you know that six months a year you have 500 rooms occupied from the jump.
Again, it provides a level of action that we have going on. Every day, 300 bowlers come in and 300 bowlers leave, and it’s a wonderful piece of business. If a big show breaks or a big convention is starting –you’ve got a thousand people that have to eat, they have to go to Starbucks, the coffee shop, it jams up
your front desk. For this, we have five squads a day. The first one starts at 7 a.m. The first 300 people get up, go to Starbucks, the coffee shop, go bowl. Then two hours later, the next 200 come through, and they get ready and go to the bowling center.
It’s this beautiful flow of traffic and it doesn’t negatively impact any of the other operations or your locals or the parking. At the end of it, 55,700 people come through your building and it’s amazing. This year, we had the women’s championship too and it was 16,000 bowlers. It’s only about two and a half months. When you bump it up against the Open It feels small but it’s still the third-largest bowling tournament in the world. We built the center for the Open championship. But that has given us the ability to book these other tournaments throughout the year. On an Open-championship year, it’s probably in operation 300-plus days a year.
Is the restaurant row still largely the same?
It has not changed. We did add Steak & Shake, which has been here now 12 years. Then we added the sushi restaurant and that’s been here 11 years. We changed from Seattle’s Best to Starbucks. So we have the number-one Steak & Shake in the country and, by transaction, the number-one Starbucks in the state.
Ryan Growney, General Manager, South Point Hotel, Casino & Spa
“
When you start seeing some of the prices that are going on around town, with regard to food or drinks or resort fees or parking fees, we now become very, very affordable."
Are the three hotel towers proving sufficient? They are. Michael Gaughan has several quotes that I enjoy and one of them is, “You don’t build a church for Easter.” So during the National Finals Rodeo, we never go on sale. You can’t buy a room at South Point during the NFR because it’s full, between the Professional Rodeo Cowboys Association convention, our World Series of Team Roping —which is the fourth-richest equestrian event in the world — and then our normal customers.
What is the size of your gambling inventory at present?
We have 2,110 slot machines, 68 table games and 30 poker tables.
How much marketing do you need to do and where would you say your price point is?
We do our local campaign and our destination campaign. We send out a monthly mailer to our
locals and we send out a quarterly mailer to our destination customers, based on gambling. We probably advertise in the newspaper more than anybody else because Michael’s always loved the newspaper. We also have probably more billboards in town than anyone else, because you can’t go to television anymore. Everyone DVRs and fastforwards through it. There’s e-mails that go out, but our local and destination campaigns are our two largest.
Price-point-wise, how do you answer it? We know what we are. We’re not the Wynn. We’re not The Venetian. We call it “affordable luxury.” When you start seeing some of the prices that are going on around town, with regard to food or drinks or resort fees or parking fees, we now become very, very affordable. Our guests like that.
How much of your customer mix is locally derived?
I’m going to say 65/35 locals.
What about the remainder of your customers? From where do you draw?
It’s funny, because of the equestrian center, Texas comes into play. But California is number one. Then you’re looking at Texas, Arizona and then it’s a hodgepodge from our destination guests that come in for the various events that we have.
What do you make of Las Vegas’ current economic problems and how much is South Point affected by them?
It’s very interesting. We’re obviously following it. I am a little concerned with the press that we’re receiving. It’s not great and I don’t necessarily disagree with some of the things that you say. The local market’s doing pretty well. Station had their best Q2 ever or close to it, so the local market is strong.
Obviously, this town has exploded: all the people moving from California, the home prices, things of that nature. Because we’re a blend, we have not been impacted as much as the Strip and we’re comfortable where the market is. We have some concerns with the negative press on Las Vegas turning people off. A sinking tide sinks all boats. But at this time we’re very comfortable with where we stand.
Has Las Vegas become overpriced and how much of a value proposition is South Point?
Yes, Las Vegas has become overpriced for a lot of people. Before Allegiant Stadium, who were Las Vegas’ customers? They were people that loved Las Vegas and they came a couple of times a year. Then we got so focused on F1, Super Bowl, Beyoncé, the Sphere, now the A’s are coming – and those people will come. They’re going to come for those big events. And they’ll pay. But those people who came two or three or four times a year? We’ve lost a little bit of focus on them –and South Point hasn’t.
We are a deal. Mr. Gaughan makes sure of one thing: If you come here, you’re going to get the best drink prices, food prices, the best gambling odds. All blackjacks still play 3:2. Our sports book pays out better than anybody else. Our slot promotions are as lucrative as anyone else. So people understand that if you come here, you’re going to get the best deal that you’re going to get anywhere, with a wonderful experience. Again, by head count, we’re the number one in town and that’s why: Because we are a good deal at a time when Las Vegas is getting some bad press for not being a good deal anymore.
Do you have any concerns regarding Station Casinos building a casino next door on Cactus Lane?
Station are great operators and, if they open up a spot down the road, of course there’s going to be … we’ll worry about it when they announce it. But the south valley is the fastest-growing part of town. Will it affect us? Absolutely. When they come, we will have to put on a little friendly competition.
What are your own aspirations?
My aspirations are to serve at the pleasure of the Gaughan family for as long as they have me. I got lucky enough to be sitting in a spot where I can get out back, sit on a horse and ride around herding cattle. What general manager can leave their office, jump on a horse and go push cows around in their back lot? [laughs] Ask anyone and they will tell you the same thing. Michael Gaughan is the greatest person, greatest boss. He is so amazing. Watching him working the casino business, it’s just such a natural thing and he has a way of simplifying things. He is so good to the employees and the customers. I can’t imagine for working for anyone else.
A “Jewel Box” in San Diego
Jamul Casino Resort adds a 200-room hotel tower. By Ryan Slattery
Nine years after opening a casino in San Diego, the Jamul Indian Village tribe is unveiling a 200-room hotel tower. It’s been referred to as a “stunning glass jewel box in the mountains.”
“It’s the next step in the evolution of Jamul Casino Resort,” says Mary Cheeks, the resort’s president and general manager. “We want to be known as a San Diego staycation spot and this evens the playing field with our competitors. Every detail has been thoughtfully crafted for our guests. Whether you’re here to unwind or seek entertainment, we’ve created a destination that captures the spirit and luxury of Southern California.”
Rapid Growth
Jamul Casino Resort opened in 2016 and has operated successfully as a casino ever since –seeing an average of 8,000 guests a day, according to Cheeks. It has a large casino floor with nearly 1,700 slot machines, 46 live table games and a dedicated poker room with several restaurants, bars, and lounges to support it. Cheeks says adding a 16-story boutique hotel with a spa and rooftop pool that’s tucked into its natural surroundings further cements the tribe’s commitment to provide guests a personalized Las Vegas-style experience.
“We have been growing pretty quickly,” says Cheeks, who has watched the planning for the expansion
Trevor Hoffman by the Starlite Pool
Mary Cheeks, President & General Manager, Jamul Casino Resort
Lori Ware, Chief Financial Officer, Jamul Casino Resort
unfold since arriving at the company seven years ago. “I feel like it’s my baby. I’ve been waiting to see it mature and grow, and now it’s here.”
Joining Cheeks, Jamul Casino Resort also recently named Lori Ware as CFO. She brings more than two decades of leadership experience in gaming and hospitality, and will oversee all financial operations, with a focus on the expansion. Ware previously worked for the Yaamava’ Resort & Casino, where she oversaw that property’s expansion and the tribe’s acquisition of Palms Casino in Las Vegas. Prior to that, Ware held positions at Penn National Gaming (initial operator of Jamul), William Hill US, Caesars Entertainment and MGM Mirage.
Push-Button Tech
In San Diego, to take advantage of the panoramic mountain views and blend into the landscape, the hotel at Jamul Casino Resort was designed with an all-glass exterior. The use of earth tones floods the inside of the building and personal spaces.
Classic rooms, as they’re called, run 450 square feet. The resort’s 52 suites range from 750 to 1,200 square feet. All are ‘smart rooms,’ allowing guests to turn on the television, open the drapes and cut off the lights with the push of a button. They’re also outfitted with enhanced technology, known as DigiValet, used by luxury resorts like Wynn Las Vegas, W London and at St. Regis in the Maldives. At a whim, guests can
Benjamin Petell, Vice President of Non-Gaming Operations, Jamul Casino Resort
Rocio Zorrilla, Hotel Director, Jamul Casino Resort
“The resort is growing with other amenities as well, starting with Starlight, the rooftop pool. Topping the hotel, the pool is a relaxing spot with panoramic views. Benjamin Petell, vice president of non-gaming operations, describes Starlight as an “allday escape that seamlessly transitions into a vibrant evening scene.”
use the technology as a personal concierge to address any of their needs – from summoning for pillows to requesting a special menu based on their personal diet.
The resort is growing with other amenities as well, starting with Starlight, the rooftop pool. Topping the hotel, the pool is a relaxing spot with panoramic views. Benjamin Petell, vice president of non-gaming operations, describes Starlight as an “all-day escape that seamlessly transitions into a vibrant evening scene.
“As the day unfolds, the energy shifts from relaxed to lively,” Petell explains, saying life around
Starlight revolves around a cocktail program that emphasizes fresh juices and homemade syrups. “There are no shortcuts. It’s the perfect balance between creativity and approachability. Whether you’re a cocktail enthusiast or just in the mood for a refreshing drink, there’s something for everyone.”
Poolside, guests sip on cocktails like the “Zen and Tonic” featuring Botanist Gin and lemongrass, “Tropical Staycation” with rum and coconut purée or the bar’s signature drink, which combines Roku Gin, Fernet and pistachio syrup, called the “Jewel of Jamul.”
Wining and Dining
The resort also has an Art Deco-inspired speakeasy, the Fly Room, and Jamul 23, a new lobby restaurant that will host the resort’s popular lobster brunch. It also serves casual dishes and comfort-food favorites like salt-and-pepper chicken wings and its Deluxe Lucy burger – a half-pound Wagyu patty stuffed with shredded short rib and truffled cheese.
To complete the resort experience, Jamul Casino has a comprehensive wellness center and salon offering Swedish massages, HydraFacials, and body treatments that pair with the spa’s relaxation rooms –a hydrotherapy pool, dry sauna and Eucalyptus steam room. According to Hotel Director Rocio Zorrilla, “The spa offers bespoke massages, treatments and facials” in a relaxing environment.
With the new hotel tower, rooftop pool and spa, Cheeks believes that Jamul Casino Resort will become a San Diego destination in its own right. Starting August 11, we’ll know the answer.
Glenn Howerton, Co-Founder of Four Walls Whiskey with the Fly Room Bar team
Cutting through the Jungle
Legalizing gambling in Brazil means clearing a thicket of social, legal and religious concerns. By Eugene Gerden
he Brazil Senate and national government are continuing active discussions regarding the legalization of casinos, as well as other gambling activities in the country. Recently, a bill that would legalize casinos, bingo halls and jogo do bicho (animal gambling) was officially presented and sent for consideration by the Senate.
TThis bill authorizes and establishes basic rules for gambling. If approved, it will allow Brazilian companies to offer gambling services subject to the payment of fees and taxes.
According to the proposal, only companies based in Brazil will be able to operate gambling establishments. These would be permitted in special locations authorized by the state.
Two Years in the Making
In fact, the draft of the bill was initially approved by the Brazilian Chamber of Deputies as far back as 2022, and by the main Senate committee in June 2024. However, since then it has faced resistance from the more conservative wing in the Brazilian Parliament and the national government. The latter is delaying final adoption of the document.
For example, well-known Sen. Eduardo Girão, in an interview with the Globo business paper, opined that the revenue from gambling taxation will be much lower than the “social costs” associated with such a decision. “There’s spending on mental health because there’s addiction, gambling addiction, which is already recognized by the WHO is as a serious illness”, he said. Opponents also fear that the approval of the bill will lead to a sharp rise of the crime rate in Brazil.
For more information please visit sbcevents.com or scan the QR code
If adopted, the new law will allow a wide range of gambling activities in Brazil including casino games, bingo, video bingo, online gambling, animal games and horse-race betting. It will also end a 1946 ban on gambling in Brazil and liquidate penalties for such practices.
Proving the Ability to Play
In accordance with the bill, gambling operations must adhere to a series of criteria. These include, for example, minimum company capital requirements and proof of the lawful origin of the funds. The Ministry of Finance will be responsible for defining the licensing, inspection and exploration authorization processes. The government may also create a regulatory agency.
Under the proposal, only those over 18 will be allowed to play. There will also be a ban on players who declare themselves to be gambling addicts or who have been legally banned.
Fighting Fire with Fire
The project’s rapporteur, Sen. Irajá said that gambling represents a “relevant economic activity” in Brazil and that, for this reason, it should be allowed. “The main benefit of the project is to allow an economic activity that already exists to come under state control, mitigating possible links between gambling and organized crime,” he said.
In case of casinos, they will be accredited through public auctions and may only operate in integrated leisure complexes (possibly hotels) or on vessels. As for bingo, it will only be held at permanent locations, while operating licenses will be valid for 25 years.
As part of the bill, criminal responsibility for illegal gambling activities in Brazil will be significantly tightened. In general, casinos have been illegal in Brazil and a criminal offense since 1946, by a decree signed by President Eurico Gaspar Dutra, who was
reportedly influenced by his wife Carmela Dutra, known for her strong religiosity.
The last roulette game in Brazil was held at the Copacabana Palace Hotel casino on April 30, 1946. According to some archives, at the time there were approximately 71 casinos in Brazil, employing 60,000 people in direct and indirect jobs. Despite this, horseracing wagering and sports betting were legal, along with lotteries.
Religious Issues
The campaign to legalize betting in Brazil gained momentum due to industry’s pressure and the growing popularity of online betting in the country. Moreover, sports betting has a decades-long tradition in the country, having exploded recently due to the strong growth of online platforms – especially after 2018.
The debate over the legalization of gambling is controversial in Brazil, and is fueled with ideological and religious issues. Since 1991, several bills proposing the legalization of gambling have been discussed in the Brazilian National Congress. Lawmakers in favor of legalizing gambling in Brazil argue that gambling could increase revenue generated by taxation on its commercial exploitation.
Most of the countries that prohibit casinos are in the Islamic world, such as Indonesia and Saudi Arabia. Brazil, along with Cuba and Iceland, is one of the few non-Islamic countries that prohibits casinos within its territory. According to supporters of legalization, the Brazilian economy loses out in revenue, job openings and tourism to other Latin American countries such as Uruguay or Argentina.
Still, there is a possibility such a situation will change already this year. If the parliament approves the bill, it will be a subject of approval of President Luiz Inácio Lula da Silva.
Should I Play One Hand or Two?
Pondering one of the eternal quandaries of blackjack. By Al O’Grady
ne of the questions I get asked all the time is whether you should play one hand or two. As with everything else, there are pros and cons associated with this so I will give the political, wishy-washy, non-committal answer. It depends.
OMy first response is simply this: Why do you play blackjack? If you are a recreational player out with your buddies on a Saturday night, then I suggest you play only one hand. One common argument against playing two hands is that you can lose twice as much money twice as fast. While there is some merit to this, I feel it pertains mostly to the casual player.
However, if you consider yourself a serious player and you want to make money, then playing two hands should be part of your repertoire. A pessimist will say you can lose twice as much but the optimist will say you can win twice as much. So is the glass half full or half empty?
I have read plenty of “how to play” books about blackjack and there is very little written about this topic. Let me give you some thoughts that cannot be dismissed even by the pessimists. Simply put, the way you make money in this game is with blackjacks (assuming you are getting 3:2 and not 6:5), double downs and splits. When you play two hands, you are getting twice as many chances to put yourself in a profitable situation.
Breaking it Down
Let’s run down the different results of playing two hands. You are either going to win both hands, lose both hands, or win one and lose another. Let’s not kid ourselves, there are times when you will lose both hands. It will happen but you are forcing the casino to beat you twice. Yes, the dealer will pull a 19, 20 or 21 and win both of your bets, but
it is not quite as likely if the dealer draws to a 17 or 18. Instantly, you are a tougher player.
To win both of your hands, you don’t always have to get a powerful 19 or 20 on both. You could easily get two garbage hands, like 14 or 15, and the dealer shows a 6. Basic strategy dictates you stick on both. The dealer does the percentage thing and busts. He busted once and you get paid twice. Advantage player.
Lastly, let’s look at the win-one, lose-one scenario. At first glance you would think this is a zero-sum game but I disagree. Let’s assume you bet two hands. You lose the first one but your second hand is a blackjack. At a $25 table, betting twice the minimum, you lose $50 on the first hand but win $75 on the second (3:2 payout). Again, advantage player.
Let’s assume you lose the first hand but you double down on the second hand and win. You lose $50 on the first but win $100 on the second. Get the picture? Yes, you could lose the first hand and lose on the second hand that you doubled. That will happen but double downs are a positive expectation and should be viewed as such. But never forget the fact that, at the end of the day, this is still gambling.
House Rules
Here is another point to consider. Different casinos have different rules. Many casinos require you to bet twice the minimum on each hand if you are playing two hands. Let’s think about this for a second.
Casinos are a business and will only do what is in their best financial interest. If playing two hands favored the casino, why discourage it? Let them play two hands with the minimum on each hand. What if the opposite were true? If it was your casino and the player could gain an advantage by playing two hands, wouldn’t you charge more for that privilege? I would.
As a dealer it is a daily occurrence that people want to play two hands. But when I tell them they must bet twice the minimum on each hand, they immediately change their mind and go back to one hand. To me, this is an indirect signal that casinos do not want players playing two hands, since it benefits the player. Trust me, the casino industry has done the math. If a player is playing two hands, then the casinos want more action (i.e., larger bets) from the player.
However, there is an interesting anomaly. At the places I have dealt high-limit tables (i.e., minimum
$100 per hand or higher), if a player wants to play two hands they don’t have to bet twice the minimum. Is there an inconsistency here? I do not think so. The casinos simply want the action from high-limit players and do not want to scare them away. This is also an inducement to those who want to play two hands but do not want to bet twice the minimum. If you want it that badly you will have to play at the higher level.
Why not More?
So if playing two hands is better than one, why not play three hands instead of two? I think there is a law of diminishing returns here.Two hands are optimal. If you are playing three hands, most of the time you are going to win two and lose one or lose two and win one. You are either going to be up one or down one. If that’s the case, why not play just one hand? You get the same net result and risk a lot less.
People also ask me how I play. I am not a card counter because of the continuous shufflers, so I play the streaks. I play one hand when I am losing and two hands when I am winning. I believe in maximizing your wins and minimizing your losses. Play with what you can afford to lose; set a realistic goal; don’t chase your losses; and, most importantly, have the selfdiscipline to walk away when you hit your goal or your loss limit.
Good luck at the tables and don’t forget to tip the dealer.
Al O'Grady
2025’s Betting Trends
How 1xPartners adapts to change
The rapid development of artificial intelligence and blockchain have had a major impact on all areas of activity, including the iGaming industry. The integration of Web3 concept’s key elements into everyday life is not a question for the next few years but the reality of today. Global betting company 1xBet and its affiliate program, 1xPartners, see the full picture of scientific and technological progress, and of digitalization, which allows them to shape industry trends, not just follow them.
Key 2025 Betting Industry Trends
This year has seen a surge in interest in cryptocurrencies, decentralization, artificial intelligence and a corresponding increase in mobile traffic. Thanks to deep market research and user interest, 1xBet and 1xPartners have managed to adapt their products to new challenges. Thus they influence the future direction of the iGaming industry and affiliate marketing.
The Smartphone Era
Computers and laptops have finally become archaic achievements of scientific and technological progress, at least in the last decade. Today, almost 84 percent of all bets are placed by players using smartphones, and mobile applications have become the core of UX.
1xBet continually enhances the Android and iOS versions of its platform, introducing new features and refining its interface. Each player can get a unique experience, including the competent integration of push mechanics into the software. For example, you can enable notifications about score changes in a certain match in order to react to the match progress promptly. This is a handy tool for fans to bet in ‘live’ mode.
At the same time, push notifications perform an important marketing function – notifying players about the start of draws and promos, allowing them to increase involvement in the process. Such mechanics are more effective than classic mailings.
1xPartners understands how important mobility is. The development team has successfully updated the affiliate program’s official website, making it more convenient for smartphone and tablet users. In addition, the registration system has been simplified, making it more accessible to potential clients. The 1xPartners affiliate program was launched in 2016 and today boasts over 500,000 affiliates worldwide, with more than three million users.
What Advantages Will You Get with 1xPartners?
• Up to 65 percent of registered users get converted into first depositors
• Up to 50 percent commission for partners from each attracted player
• Automatic weekly commission payouts
• Promo codes for referrals
• Huge promo-materials database
• Support of a personal manager
• Rapidly updated, real-time stats
• A personal assistant to help resolve customer issues
The 1xPartners affiliate program is one of the best in the industry and has been awarded at the prestigious SBC Awards, IGA and SiGMA Awards. The brand 1xBet is an official partner of FC Barcelona, LOSC Lille, Serie A, and other famous sports brands and organizations.
AI and Personalization
Calculating odds involves processing and analyzing a large array of information. 1xBet has successfully implemented AI into the platform, which has accelerated this process and made the game in ‘live’ mode even more comfortable and effective. With the help of artificial intelligence, great progress has been made in personalization. The platform generates unique offers to players based on their preferences. Thanks to this approach, user engagement has increased by about 30 percent to 35 percent. In addition, AI makes it easier for players to control risks and adhere to responsible gambling principles.
The Growing Role of Micropayments and Cryptocurrency
1xBet and 1xPartners support crypto transactions and
are constantly expanding the range of available coins, not limited to Bitcoin, Ethereum, and popular altcoins. The demand of players and partners for crypto payments is understandable: Blockchain guarantees decentralization and privacy.
Cryptocurrencies are especially popular in regions with weak banking systems. 1xBet and 1xPartners are responding to this trend by adding alternative solutions in the form of digital assets to the list of payment instruments.
In addition, crypto transactions are cheaper, as they are carried out without intermediaries. Gradually, their role in betting will only grow, and smart contracts will become the basis of the iGaming industry within Web3.
Responsible Gambling is a Conscious Choice for BettingIndustry Leaders
In addition to self-restraint and self-control tools, 1xBet is actively promoting responsible-gambling principles. The brand has conducted a pilot initiative in Africa, and this practice will be scaled up.
We are talking about the educational 1xBalance project, Responsible Betting. As part of this initiative, the company held various interactive events and challenges with the participation of 1xBet's famous ambassadors and partners. The special project increased financial literacy and showed the importance of responsible gambling with specific cases.
Responsible betting culture is the industry's present and future. 1xBet was at the forefront of this initiative and will continue to promote it in all regions where it operates.
Global Status, Individual Approach
The international scale and wide geographic presence are the indicators of the 1xBet and 1xPartners’ success. However, despite the global status of the iGaming platform and its affiliate program, they continually adapt to the specific needs of the regions in which they operate.
Localization is manifested in the support of an extensive language menu and access to local currencies. 1xBet always expands the range of payment instruments.
1xPartners ensures maximum localization of the promo-materials base. Partners receive creative
content adapted to their region. For example, in the Philippines there is a great interest in basketball; in India it is cricket; and in Latin American countries people are most loyal to football. All these regional features are taken into account.
To enhance regional influence, 1xBet and 1xPartners enter into partnership agreements with famous athletes and sports organizations. With their help, it is possible to attract more audience attention to an important social initiative or promotion.
Esports Age
In terms of television coverage and fees, esports is rapidly approaching traditional disciplines. If the NBA final was watched by 10 million to 11 million people, then the prestigious CS2 or LoL tournament’s decisive match will collect about five million to six million views.
The 1xBet line includes all popular esports disciplines, with full statistics and live broadcasts of matches also available. The brand foresaw the growing esports role and entered into partnership agreements with leading industry representatives. 1xBet is an official partner of ESL, 23Creative, PGL, MIBR and Sangal, with James Banks as the brand ambassador.
7,435
The collaboration with the Austin Major 2025 finalist team, The MongolZ, deserves special attention. Together with this franchise, the brand is engaged in popularizing esports, as well as developing the industry in Mongolia and throughout Asia. Support is also provided to young talents playing in The MongolZ academy.
The 1xPartners promo library contains much creative content on the esports topic. With its help, you can convert the excitement around large-scale tournaments into real commissions.
Where is the Betting Industry Heading?
Within a few years, the iGaming industry will finally become part of Web3, and gambling enthusiasts will place bets using blockchain platforms, i.e., without intermediaries, in conditions of complete anonymity. The role of AI will also continue to grow in all areas of betting, from calculating odds to conducting promo campaigns.
1xBet anticipates trends: Today, the platform already provides full access to Polybet, a platform for betting on various events. Political elections, music and television awards, video games, and other events can all be wagered upon at Polybet.
Become a 1xPartners partner to unlock the potential of the flagship iGaming platform 1xBet today.
4,330
Dicing with Disaster
The
Fimportance of payments to customer loyalty. By Mark McGuinness
orget flashy bonuses for a second.
In the world of sports betting, the real battle for a player’s loyalty and cash is increasingly won or lost at the deposit journey. It’s time we talked seriously about the often-overlooked hero (or villain) of the player journey: payments.
The Unsung Hero of the Bet Slip: Why Flawless Payments Win in Sports Betting
All right, let’s have a frank chat. As an editor in iGaming, I see a lot of noise. We're constantly bombarded with the latest odds, the “next big thing”
in platform tech and bonus offers that scream for attention. We dissect the traditional marketing mix –Product, Price, Place, Promotion and their serviceera mates. But I reckon we’re missing a trick, a truly monumental one, especially when it comes to keeping sports bettors happy and coming back for more. We need to discuss payments and why they’re not just an afterthought but arguably the most critical part of our playbook today.
Consider this scenario. You’ve put in the hard work. Your marketing team has crafted a brilliant advertising campaign which is fully compliant. It’s landed perfectly. A potential new player, buzzing from a mate’s tip or a commentator’s insight, sees your offer for the big match tonight. They’re
hooked. They click. They’re ready to get involved, to feel that thrill.
And then what? Deposit page? It’s more like a digital maze from yesteryear. Long forms, baffling choices and their everyday payment method? Missing in action. Their excitement? Deflated, faster than you can say "bad UX." Gone. That player, who was this close to becoming your player, is now likely heading to a competitor who makes this crucial first financial handshake smooth and familiar. The potential loss of players due to poor payment experiences is a real and immediate threat to our industry.
The Wallet Has a Heart, You Know
It’s easy to get caught up in the “battle” of acquisition, big bonus offers that look great on a spreadsheet. But if the payment experience is a pain, what are we achieving? We’re creating a “revolving door” scenario. Players might come in for that initial bonus offer. But if getting their money in or, crucially, out is a battle, they won’t stick around. Why would they? They’re not just depositing funds; they’re placing their trust in us. A clunky payment process doesn't just cause friction; it screams, “We don’t get you,” or worse, “Are we even a professional outfit?”
Look, this isn’t just a moan or two. Player expectations have shifted, and today’s bettors, especially those accustomed to one-click payments, demand instant and seamless transactions. They live
on their mobiles; their money needs to keep up. They use Apple Pay or Google Pay for their coffee, their shopping and their subscriptions.
So when they land on a betting site and are forced to dig out a physical card and manually enter 16 digits, an expiry date, and a CVV, it feels alien. It feels … well, a bit like asking them to send a fax. Is that the impression we want to give? That we’re operating in the past while they’re living in a world of seamless digital-payment experiences?
Beyond the Transaction: Payments as a Trust Thermometer
But here’s where it gets even more interesting, beyond just the ease of use. The payment process is a massive, often-untapped source of intelligence and a powerful tool for building genuine trust. Consider this for a moment: The payment method a player chooses can offer valuable insights. Are they cautious, traditional card users or early adopters of newer financial tech? This isn’t about prying; it’s about understanding and tailoring to individual needs. It’s about empathy and customer-centricity. Understanding the needs and preferences of our players is crucial to building a successful and sustainable business in the iGaming industry.
Here's the crucial bit: With compliance and player safety being front and center (and rightly so!), payment solutions are your shield and your welcoming
handshake. Modern A2A payments or verified digital wallets don’t just expedite transactions; they cut through the KYC and AML red tape.
The good news for genuine players is they’re on board quicker and safer. But it’s deeper than just being efficient and secure. It’s about earning their trust. Every time a player deposits, they're not just moving money. They’re saying, ‘I believe in you.’ Your payment process needs to roar back, ‘You're right to; we’ve got this sorted for you!’ Any operator who puts payments into a dusty corner, forgotten by the folks who talk to players or dream up the ads? They’re not just out of touch; they’re dicing with disaster.
The Real Bottom Line: Retention and Reputation
When planning that next big advertising campaign, ask yourselves: Is our payment infrastructure truly fit for purpose? Does it reflect the modern recreational player we’re trying to attract and retain? Or is it the creaking gate that makes them turn back at the last second?
Right then, let’s stop chasing every fleeting
trend that pops up. If we genuinely want to capture the loyalty and, yes, the spending of modern sports bettors, then we absolutely must think about payments. They’re not a sideshow; they’re a cornerstone of strategy, a massive competitive advantage waiting to be fully exploited. They’re that make-or-break silent partner in our relationship with every customer. They’re not just a utility, folks. They’re fundamental to the trust and the experience we promise.
The Reel Story of Slots
A virtual journey through the evolution of the slot machine.. By
Edwin Ford
What started as casual curiosity quickly evolved into a deep virtual dive into the origins, development, and current innovations of the slot machine. This device has entertained the world for over a century.
As I moved through decades of invention, reinvention, and revolution, I discovered that the story of the slot machine is not just one of blinking lights and spinning reels; it's a story about society, technology, and how we chase the thrill of chance. From dusty saloons to sleek mobile apps, the slot machine’s journey mirrors our technological transformation.
1894–1895 – The Birth of the Liberty Bell
My journey began in San Francisco, 1894, where a Bavarian immigrant named Charles Fey was working as a mechanic. Fascinated by games of chance, he devised a machine that could automatically determine and pay out winnings, something no other gaming device at the time could do.
In 1895, his creation became reality: the Liberty
Bell, the world's first true slot machine. It featured three spinning reels with five symbols: horseshoes, diamonds, spades, hearts and a Liberty Bell. A line of three bells awarded 50 cents automatically.
This was more than a novelty; it was the birth of a global entertainment genre. For the first time, players had a self-contained, autonomous gambling experience. The simplicity and suspense of watching those reels spin became instantly iconic.
1907–1930s – Fruit Symbols and Legal Loopholes
As I explored the early 20th century, I found an industry adapting to legal pressures. Anti-gambling laws had taken hold across the United States, forcing slot makers to get creative.
In 1907, Chicago-based manufacturer Herbert Mills introduced the Operator Bell, a machine that mimicked Fey’s design but cleverly swapped cash rewards for chewing gum or candy. Symbols changed, too, now featuring fruits like cherries and lemons, along with the iconic BAR symbol, derived from the Bell-Fruit Gum Company's logo.
These machines operated in a legal gray area and quickly became a staple in cigar shops, saloons and bowling alleys. Despite regulation, the public’s appetite for the thrill of the spin endured.
1964–1966 – Electromechanical Breakthroughs
By the 1960s, electricity had found its way into every corner of industry and the slot machine was no exception. In 1964, Bally introduced Money Honey, the first fully electromechanical slot machine.
No longer powered solely by springs and gears, this new generation used electric motors and circuitry to power the reels, lights, and sounds. It also introduced the bottomless hopper, which could automatically pay out up to 500 coins, eliminating the need for constant staff supervision.
By 1966, prototype solid-state machines were emerging. The future was shifting toward electronic complexity and the slot machine was becoming faster, louder, and more immersive.
1976–1986 – The Video Era and Progressive Jackpots
The mid-1970s ushered in a digital revolution. In 1976, a company called Fortune Coin introduced the first video slot machine, using a modified Sony TV screen. This was a game-changer. Developers were no longer confined by mechanical limitations; they could now animate reels, create bonus features and display themed graphics.
It was during this period that five-reel slots emerged, along with multi-line betting, allowing players to wager across several rows and dramatically increasing engagement.
Then, in 1986, the stakes grew higher with the
launch of Megabucks by IGT, the world’s first linked progressive jackpot. Players across multiple machines and even multiple casinos could now contribute to a single, escalating prize pool. Suddenly, slot players weren’t just chasing a payout; they were dreaming of millions.
1990s – The Rise of Branded and Cinematic Slots
The 1990s were all about storytelling and spectacle. Slot machines transformed from mere games of chance into interactive entertainment experiences.
Casino floors became awash with branded slot machines, featuring familiar characters, themes, and music. Games like Wheel of Fortune, Monopoly, The Wizard of Oz, Elvis: The King and even Game of Thrones invited players into worlds they already loved, only now, they could spin to win within them.
With digital soundtracks, video clips and immersive bonus rounds, the experience of playing a slot machine was becoming more like watching a movie or playing a video game.
Subscribe today via YouTube
Get Into Casino Life & Sports Betting Operator TV and gain insights from Presidents, CEOs, Owners and Senior Management at the World’s Leading Resort Casino and Sports Book Operators along with latest developments from manufacturers and Suppliers along with Gaming Equipment and Systems providers from Senior representatives at a select number of leading organisations in the Global Gaming Industry.
Late 1990s–2005 –Going Online
The late 1990s brought the Internet into homes and it didn’t take long for the casino world to follow. Developers like Microgaming, NetEnt and PlaynGO led the charge, transforming traditional slots into online games accessible via desktop.
I found myself fascinated by how quickly online slots evolved. Games like Starburst, Gonzo’s Quest, and Book of Dead offered crisp graphics, cascading reels, and layered features. Players could log in from anywhere and play instantly, no need for physical tokens or casino floors.
This shift also introduced free spins, loyalty rewards, and bonus rounds that had more in common with video games than traditional gambling.
2000–2010 – TITO Systems and Mobile Gaming
The early 2000s introduced perhaps one of the most transformative changes to physical slot machines: TITO, or Ticket-In, Ticket-Out.
In 2000, IGT conducted a field trial at the Fiesta Casino in Las Vegas. By 2002, the system was rolled out across major resorts like those owned by MGM Mirage. Gone were the days of buckets of coins; now, players received and redeemed barcoded tickets. This not only improved efficiency but also reduced maintenance and helped casinos streamline operations.
Meanwhile, smartphones were entering the mainstream. I vividly remember testing early mobile slots –simple, touch-responsive and intuitive. The potential was obvious and, by the end of the decade, mobile apps had become a dominant force in the industry.
2010s–2020s – CrossPlatform Play and Digital Wallets
As the industry moved deeper into the digital age, the term "slot machine" began to feel almost too limited. Games were now available across desktops, mobile devices, tablets and even smart TVs. Cloud saves and cross-platform syncing meant you could pick up exactly where you left off, whether you were at home or travelling.
More importantly, slot gaming was becoming personalized. Casinos and online platforms began using AI and data analytics to recommend games, assign bonuses and even tailor promotions based on individual player behaviour.
At the same time, payment systems evolved. Cashless gaming, digital wallets, tap-to-play, and loyalty cards became standard, offering convenience and improving responsibe-gambling tools such as spending limits and time alerts.
2020s – Online and Land-Based Integration
Perhaps the most exciting recent development in
my virtual investigation is how online and land-based casino gaming are converging, not competing, but working together.
Game developers like Light & Wonder, Aristocrat, IGT and Evolution are now designing content for both physical and digital platforms simultaneously. A game launched on a casino floor may have an identical or companion version online, and thanks to unified casinomanagement systems, players can now operate with a single wallet, sometimes called a “single purse” system.
This innovation means that a player’s account, funds, bonuses and even loyalty rewards are shared across platforms. A single purse system lets you play Book of Ra at a slot machine in Vegas, then pick up again on your mobile app back at the hotel, all from the same account.
For players, this offers unparalleled convenience, continuity, and trust. For operators and regulators, it enhances transparency, accountability and fairness. And it reflects a new era where the industry isn't divided into "online vs. land-based," it’s one ecosystem, unified in its focus on player experience and responsible gaming.
A Timeless Experience Reimagined
From the clunky reels of the Liberty Bell to VR-ready, AIpersonalized platforms, the slot machine has evolved in extraordinary ways. Yet, after all my research, I realized one thing remains unchanged: that magical moment when the reels begin to spin.
This journey through time, though entirely virtual, has reshaped how I see the humble slot machine. It's no longer just a game. It’s a living piece of entertainment history, constantly reinventing itself for new generations.
The next chapter? It’s already being written, on our phones, in our casinos and in the cloud.
“Innovation
is in our DNA”
Integration with the player at heart characterizes DR Gaming Technology. By Peter White
ith more than two decades of consistent growth and innovation, DR Gaming Technology™ continues to expand its footprint across more than 70 countries and five continents, providing systems and cashless solutions that are redefining casino operations. Casino Life spoke with the CEO of DRGT, Marco Herrera, and Executive Chairman Jurgen De Munck. They shared how the company’s unwavering focus on flexibility, integration, real-time data and innovative player-first design is shaping the future of gaming.
WPutting the player first has always been a DRGT priority. How are you continuing to enhance player experiences in 2025?
Herrera: It has and always will be. “The Player First” is our mantra and is embedded in how we design, build, and support every solution we offer. In 2025, that focus has translated into a number of innovations,
especially through our mobile-first approach. Our latest version of the drPlayerApp allows players to interact with their favorite EGMs through their mobile devices, using dynamic QR codes, enabling realtime top-ups from personal bank accounts (where legislation allows), as well as accessing rewards getting geo-targeted promotions and receiving personalized offers through direct-push notifications, for example.
De Munck: What gives us confidence in the effectiveness of these tools is that we don’t just build them – we test them in our own venues. Through our sister company, Infiniti, we operate casinos in Belgium, France and Mexico. These sites serve as real-world test labs for our systems. So before our clients roll anything out, it’s already been proven live with real players and real revenue on the line. If a new feature doesn’t improve the player experience there,
it doesn’t make it to market. That’s been critical in installations. Our recent partnerships with Efbet and Merit International are testaments to that.
You’ve often spoken about seamless system integration. What’s new in that area?
Herrera: The future is frictionless. Our systems now enable true, real-time data flow across gaming, loyalty, hotel, POS and player tracking – all without permanent, central-server dependency. The key is our proprietary drSMIB, a local controller that connects all floor elements, even in offline-restricted environments. A case in point is unTill’s POS system – allowing players to use their loyalty points directly at bars or restaurants without needing to visit a kiosk or cash desk. This creates a fluid, more secure and faster customer experience, while giving operators richer data on spending patterns, and on inventory management. There’s no delay, no printouts and no staff confusion – it just works. Integration isn’t just about connecting components; it’s about creating one ecosystem where everything works in real time. Again, this approach isn’t based on theory. We pilot these integrations in our own Infiniti Group properties first. That ability – to iterate in a live environment – means our clients benefit from systems that are already operator-proven.
Casino management systems are evolving rapidly. How is DRGT leading the way?
De Munck: We’re proud to say that our CMS is one of the few in the world that doesn’t require a permanent server connection, thanks to our patented drSMIB technology. This peer-to-peer communication model not only improves uptime and data redundancy, it’s
also more cost-effective and secure. Operators get real-time data and functionality, even in jurisdictions where infrastructure isn’t always perfect.
From our early days, we’ve prioritized uptime, data redundancy and cross-venue consistency via our drSMIB. These local servers automatically sync system updates and player data across the network, even in offline modes, resulting in rocksolid reliability and increased security.
Herrera: Our new, web-based NextGen suite is another game-changer: drAnalytics provides cross-device access, an intuitive UI, and instant transitions between player and operational reporting. You can be running game-performance reports on your tablet and, within the same interface, jump straight into player analytics – no delays, no toggling. We’ve moved from systems that just look back to those that also anticipate what’s coming. This shift from reporting to forecasting is driving smarter decisions and faster ROI.
How do you customize solutions for global markets with varying regulations and player habits?
Herrera: That’s been one of our strengths since day one. We’re now in over 70 countries and every jurisdiction has its own legal framework, culture, and technical requirements. Our modular, protocolagnostic systems allow us to deploy flexible solutions tailored to each market. Whether it’s regulatory compliance in France, player ID rules in Mexico or data privacy in Germany, we’ve built our systems to be modular and adaptable.
Jurgen De Munck, Executive Chairman, DRGT
Marco Herrera, Chief Executive Officer, DRGT
De Munck: Flexibility and scalability have always been core to our approach. Our drSMIB operates locally on each machine. It stores all game, player, and accounting data at source, which means we’re not reliant on constant server connectivity, and can meet diverse regulatory and player demands with minimal development turnaround.
Our expansion into France is a perfect example. Having secured a supplier license there, as well as Infiniti’s opening of Casino Grasse earlier this year, we were able to tailor the system locally to meet French compliance standards and then test it in our ‘own’ live environment before offering it to the wider market. That’s our secret weapon: We’re not just a supplier, we’re an operator too.
What did the pandemic teach DRGT that still impacts your business today?
Herrera: The pandemic accelerated digital transformation in gaming. Operators needed to become more efficient and make better use of data. That reinforced our investments in cashless technology, remote access and cloud-based tools.
Our partners now rely heavily on actionable insights to make fast decisions. That mindset continues, whether it’s floor optimization, dynamic rewards or staffing adjustments – data remains at the heart of smart, agile casino management.
Cashless gaming is gaining ground. How are you supporting this shift?
De Munck: Cashless has been integral to our offering since Chief Technology Officer Michiel van Dam and I started the company in the early 2000s with TITO, RFID, card-based, NFC and now fully mobile-based solutions. Our QR-linked bank transfer is especially powerful, allowing players to top up securely from their phones. Again, we piloted these very features first in our Infiniti Group venues. There, we measured user adoption, transaction volume and support load before rolling them out commercially.
Herrera: It’s safer, faster and simpler for players. For operators, the reduction in cash handling, maintenance costs and fraud risk – plus the benefit of detailed player-spend analytics – makes it an easy decision. Our systems work on basically any slot machine as long as it uses a legal protocol like SAS, ASP, NSW, GRIPS or even BACTA, so the barrier to entry is low.
Loyalty and player tracking are core. How do you help operators turn data into revenue?
Herrera: Data without context is just noise. Our tools like drAnalytics, drFloorManager and drServiceHub help operators not only collect data but use it effectively. We’re turning real-time data into predictive intelligence: from personalized engagement, to floor optimization, proactive maintenance and fraud detection. Our goal is to give operators tools that let them surprise and delight their customers – and keep them coming back.
De Munck: Our drSMIB architecture ensures that tracking is instantaneous, even in offline scenarios. Real-time syncing allows operators to monitor player behavior across floors and venues, enabling promotions and engagement strategies that can be deployed swiftly, consistently and confidently. That’s entertainment convergence.
Infiniti Casino Grasse
Infiniti Casino Dinant
The lines between gaming and entertainment are blurring. How is DRGT embracing that trend?
Herrera: That’s very much a trend we’re leaning into. Players today expect a holistic experience –not just gaming but entertainment, dining, rewards and digital touch points. Our integration with hotel and F&B platforms, mobile tools, and real-time marketing engines enable operators to offer just that. We see mobile as a key bridge here. With real-time communication, targeted offers and app-based rewards, the casino becomes more of an ecosystem –one that extends beyond the gaming floor.
De Munck: Our job is to make those experiences seamless. Whether it’s a loyalty-point redemption at dinner, a personalized drink offer sent to a player’s app, checking in at a hotel, or loading credits at a slot machine or table – the tech must stay in the background and simply work. When it does, the entertainment feels effortless.
What’s a new DRGT product you’re especially excited about this year?
Marco: Definitely our NextGen Suite of web-based applications. We’ve already mentioned drAnalytics, but tools like drFloorManager and drServiceHub are changing how operations work – speeding up response times, improving floor visibility, and making team coordination far more efficient. We’ll also be showing our all-new player-focussed drRewards, a central hub for player incentives. From one console, operations teams can create raffles, issue and redeem vouchers, run targeted promotions, and operate mystery jackpots
De Munck: For me, it’s still the drPlayerApp and our drManagementApp. The direct-bank topup functionality in Mexico is just one example of how future-focused these products are – and it opens up so many more use cases as legislation evolves globally. In time, this feature will become an infrastructure capability, not just a novelty. Yes – we ran this same model in our own venues in Polanco, Acapulco and Tlalnepantla first.
Finally, how do you keep your team innovative and ready for the next challenge?
Herrera: For me, it’s about culture. We hire people who are curious, collaborative and committed. We
give them space to experiment and real-world casinos in which to test. That feedback loop between development and deployment keeps us agile and grounded.
De Munck: Our longevity and global reach speak to that. From a two-man team in Belgium in 2003 to a global footprint in over 70 countries, we’ve built a company that’s lean, driven and deeply passionate. Innovation is in our DNA but it’s not innovation for its own sake – it’s about solving real-world problems. Innovation isn’t just about big leaps. It’s also about constant refinement. That’s what keeps us moving forward. We’re not just technologists. We’re operators too and that gives our team real-world insight you simply can’t replicate in a lab.
With an ingrained and unwavering focus on players, seamless integration, and bold innovation, DR Gaming Technology continues to redefine casino systems in a disrupted world. From AI-enhanced analytics to mobile-first operations and real-world testing across continents, DRGT isn’t just adapting. It’s shaping the future of gaming technology to be smarter, safer and more player-aligned.
For the full experience, visit them at Booth 4405 at G2E 2025 in Las Vegas.
Infiniti Casino Oostende
Infiniti Casino Oostende
Flair, Pride and Competition
The London Casino & Gaming Show aims to build on 2025’s success. By Lyudmyla Kyrychenko
ollowing an auspicious debut earlier this year, the London Casino & Gaming Show is gearing up for its 2026 encore. To learn more, our publisher spoke with Exhibition Director Nicola Lazenby, who filled Casino Life in as to what’s on tap for next year. The conversation has been edited for clarity.
FNicola, the show had a strong debut in 2025. What was the original vision behind the event – and how has that evolved going into its second year? When we launched the show, it was really about filling a gap in the London events calendar for the landbased casino sector. Operators were clear in their requirements and were telling us for a while that they wanted something more intimate, more focused, and
frankly more useful to their day-to-day business. We wanted to create an environment that was big enough to attract the right mix of suppliers and ideas, but small enough that you could actually have meaningful conversations rather than just wave at people across a crowded hall. I believe The London Casino & Gaming Show achieved that in Year One.
That vision hasn’t changed and we’re still laser-focused on being business-friendly, relevant, and worth people’s time. What’s evolved is our confidence in knowing that our event formula works. Year One proved that the industry wanted this kind of gathering. Now Year Two is about building on that foundation – adding new layers, new energy and new reasons to come back.
What kind of feedback did you receive from exhibitors and attendees following the 2025 edition? Were there any particular highlights or surprises?
We were delighted with the feedback. It was exactly the kind of validation you hope for in a first year. Exhibitors told us they’d done brisk business, met serious buyers and enjoyed a quality-over-quantity visitor profile. Attendees valued the chance to explore the show floor without feeling overwhelmed. Personally, the UK Dealer Championships were a standout moment for me. The atmosphere they created on the show floor was electric. These are highly skilled professionals at the top of their game
and they brought flair, pride, and a healthy sense of competition to our event. The celebration at Lola’s Bar at The Hippodrome that evening was a joy to watch, with dealers from different casinos cheering each other on. It was proof to me that this industry is as much about people as it is about products.
How does the 2026 show build on the success of the inaugural event? What’s new or expanded this year?
The 2026 London Casino & Gaming Show will still be the place to connect with UK and European casino operators, but we’re pushing ourselves to make the experience even richer. Our aim is to keep the show
floor diverse and inspiring. Yes, there will be gaming manufacturers but also everything else an operator might need to run a successful venue, from design to security all the way through to hospitality and everything in between.
We’re also introducing a brand-new competition into the mix this year, which we’ll be unveiling in detail next month. It’s something that will bring an additional layer of excitement and theatre to the event, encouraging healthy rivalry, and – just like the Dealer Championships – creating those memorable moments that people talk about long after the show closes its doors.
Who can we expect to see on the show floor in 2026? Are there any notable returning exhibitors or exciting new additions?
We’ve got a great mix shaping up. Several of our inaugural exhibitors are already booked, whilst others are firming up their plans to return and are finalizing their stand-footprint requirements. We’re also talking to some exciting new names who will be making their London Casino & Gaming Show debut. The team and I are working tirelessly ensure the lineup is both familiar and fresh.
The best way to keep up with announcements is to follow our website and social channels. We’ll be revealing new exhibitors as they’re confirmed and I think there will be some pleasant surprises in store.
The show is unique in focusing exclusively on the land-based casino sector. How has that niche focus helped differentiate it in a crowded event calendar? In a busy events landscape, focus is everything. By dedicating ourselves to the land-based casino sector, we’ve been able to speak directly to the needs of operators rather than diluting our attention across multiple verticals. Exhibitors appreciate that they’re not competing for attention with unrelated sectors and visitors know that every conversation they have whilst at show will be relevant to their business.
What’s more, it’s allowed us to foster a real sense of community. People aren’t just attending a generic B2B event: They’re coming to a gathering of their peers, business acquaintances and friends, with shared challenges, opportunities, and interests. That creates a completely different atmosphere on the show floor and, to my mind, is key to what makes this event so successful.
London continues to be a strategic hub for global gaming. How does the city enhance the show’s international appeal?
London has always been a magnet for the global gaming industry. It’s not just about geography (though being so well connected by air and rail infrastructure certainly helps), but it’s also about the city’s reputation. London is a business capital, a cultural hub and a place where deals get done.
For our visitors, whether domestic or international, the appeal is twofold and clear. They can attend a targeted, high-quality, dedicated-sector event whilst also taking advantage of everything our great city has to offer in terms of hospitality, entertainment, and networking opportunities outside the four walls of the event. It’s a hard combination to beat, and we are very lucky to be able to call our fabulous capital city and Excel London our show’s home.
Nicola Lazenby, Exhibition Director
For operators and suppliers attending from overseas, what are the key reasons to make London Casino & Gaming Show part of their 2026 plans?
If you’re an international supplier, this is your opportunity to connect with decision-makers from the UK and European land-based casino market, in an environment designed for genuine engagement. If you’re an operator, it’s a chance to see a curated selection of products and services that can make a real difference to your business, without spending days wading through unrelated sectors.
Plus, London in January has its own kind of magic. It’s a great excuse to combine business with pleasure – whether that’s cultural trips and sight-seeing, fine dining or a West End show. With our event being compact and focused, you can make the most of your time here.
For manufacturers and suppliers interested in exhibiting at the 2026 show, what’s the best way to find out more and secure a booth? The easiest way is to visit our website, where we have all the details on stand options, floor plans and contact information. Or just pick up the phone and speak to us. We’re always happy to have a chat about your needs and how we can make the show work for you.
Finally, as exhibition director, what are your personal goals for the 2026 edition and where do you see the show heading in the coming years?
My goal is simple: to build on the trust we established last year and deliver an event in 2026 that people genuinely look forward to. I want exhibitors to leave feeling they’ve had a productive and valuable experience, and for visitors to walk away with ideas, contacts, and solutions that will help their businesses thrive.
Looking ahead, I see the London Casino & Gaming Show becoming a permanent fixture in the industry calendar, providing an annual meeting point that is known for its quality, relevance and welcoming atmosphere. We’re in this for the long term, and I’m excited to see how the show and the community around it will continue to grow.
Opportunities and Challenges
The impact of stable-coin adoption. By Raymond Chan
table coins are rapidly gaining traction as a bridge between traditional finance and the world of cryptocurrencies. Designed to maintain a stable value by pegging to fiat currencies or other assets, stable coins offer several advantages, including reduced volatility and enhanced transaction efficiency. Even the application is full of opportunities.
SFinancial Inclusion
Stable coins have the potential to revolutionize access to financial services, particularly in emerging markets. In regions with limited banking infrastructure, stablecoins can provide unbanked populations with a reliable means of conducting transactions, saving and accessing credit. This fosters economic growth and empowers individuals by offering them a stable medium of exchange.
In U.S., the impact of the Trump administration on stable coin regulation gained momentum. This
reflects a broader recognition of the importance of digital currencies in the financial ecosystem. The administration focused on fostering innovation while emphasizing the need for regulatory clarity. In 2019, the U.S. Treasury and other agencies began to scrutinize stable coins, particularly in relation to consumer protection, financial stability, and anti-money laundering measures. This scrutiny culminated in the issuance of various reports and recommendations aimed at establishing a regulatory framework for stable coins.
Recently, the Trump administration has taken significant steps further in regulating stable coins, particularly with the enactment of the Guiding & Establishing National Innovation for US Stablecoins Act (GENIUS Act). Signed into law by President Trump on July 18, 2025, the GENIUS Act requires stable coin issuers to maintain one-to-one reserves in approved assets and limits their activities to issuance, redemption, management of reserves, and related custodial or safekeeping services.
These reserves have increased the demand for liquid assets, such as U.S. dollars or short-term Treasuries and aim to promote financial stability and innovation for both traditional and digital assets. However, there are also concerns that the new stable-coin law may fragment the Federal Reserve's monopoly on currency issuance by allowing private entities to issue their own “money” backed by government securities.
Hong Kong is also emerging as a significant player in the stable-coin landscape, leveraging its robust financial infrastructure and regulatory framework to foster innovation in digital currencies. As a global financial hub, Hong Kong offers a unique environment for the development and adoption of stable coins, particularly in facilitating cross-border transactions and enhancing payment systems.
The Hong Kong Monetary Authority (HKMA) has been proactive in exploring the potential of stable coins and central bank digital currencies (CBDCs), aiming to integrate them into the existing financial ecosystem. This strategic focus not only positions Hong Kong as a leader in the Asia-Pacific region but also attracts international businesses looking to harness the benefits of stable coins for efficient and secure transactions.
Hedging against Volatility
For investors and businesses, stable coins offer a way to hedge against the volatility associated with traditional cryptocurrencies. By holding assets in stable coins, users can avoid sudden price fluctuations while still participating in the digital economy. This could enhance the overall stability of the crypto market.
Stable coins, potentially, can unlock new sources of funding for innovation – particularly in a tightening investment environment – by providing a stable and liquid medium of exchange that attracts both individual and institutional investors from cryptocurrencies. They enable startups to raise capital efficiently, probably not through methods like the traditional Initial Coin Offerings (ICOs) way, but by means of traditional, ROI-focused investment channels. Additionally, stable coins facilitate cross-border investments, expanding the pool of potential backers and encouraging longerterm commitments in innovative projects. Overall, stable coins enhance access to capital and foster a dynamic ecosystem for technological advancement.
ABOUT RAYMOND CHAN
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 USA and Asia respectively, where he served as director and CEO to lead the electronic gaming businesses from 2007 to 2018. Earlier in his career, Raymond was a founding member of the business intelligence team at ETRADE from Morgan Stanley and played a pivotal role in designing the TiVo customer intelligence system in Silicon Valley.
Conclusion
The adoption of stable coins presents both significant opportunities and challenges. Challenges are primarily related to regulatory scrutiny, transparency and market trust. As they are designed to maintain a stable value, concerns arise over the adequacy of reserves backing these coins, particularly regarding liquidity and the types of assets held. Additionally, the lack of standardized regulations across jurisdictions can create uncertainty for issuers and users alike. Coupled with the risk of fraud and mismanagement, these challenges can undermine confidence in stable coins, hindering their adoption and integration into the broader financial ecosystem.
While the new development of stable coins across the globe offers a pathway to greater financial inclusion, streamlined transactions, and innovative financial solutions, regulatory hurdles and trust issues must be addressed to ensure their sustainable growth. As the financial landscape continues to evolve, the role of stable coins will be critical in shaping the future of digital finance and innovation investment.
