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The magazine for the owners and management of international casinos

Volume 22: Issue 192

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Editor’s Note

CASINO The magazine for the owners and management of international casinos

Published by Outsource Digital Media Ltd

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

Editorial:

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

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

Volume 22: Issue 192

Welcome...

The smart table is only as smart as its operator

f there was one message coming out of this year’s Global Gaming Expo, it was that artificial intelligence is coming soon to our casino floors. Of course we are hardly alone. Gartner estimates worldwide AI spending at $2.7 trillion in 2026, all in the hopes of making machines that will eventually do more than just analyze information, but run businesses. Casinos, however, are particularly interesting laboratories for this transformation. Slot departments already generate enormous amounts of data. Now companies like Tavolo are advancing table games technology while analytics providers like Tangam Systems help operators turn information into actionable decisions. Still, information isn’t by itself an operating strategy. An experienced casino executive understands that closing an underperforming carnival game might improve labor efficiency yet damage customer relationships or even overall profitability. For now, the smart table remains only as smart as its operator. Not If, When. We are on the cusp of AI systems that analyze thousands of variables and recommend changes to staffing, game mix, or yields. Already some of its recommendations outperform those of seasoned executives. We will soon discover if the human always knows best. But take that a step further. Emerging tech is attempting to interpret facial expressions, body language, and behavioral patterns. Imagine a future system capable of predicting when a customer is about to leave, or might just respond to a new offer. That information might improve customer service, but it also might encourage gambling past what was intended. Both might improve short term revenue, but therein lies the problem. AI might make the mathematically sound business decision and still be ethically wrong. The challenge for tomorrow’s casino exec won’t be simply recognizing when AI makes a better decision, but in determining what the system should be allowed to optimize for, and what it shouldn’t. We may shortly have machines capable of knowing not only what the customer is doing, but what they will do next. The real test of management may be knowing when Kevin Lentz, NOT to act on that information.

Kevin Lentz Editor-In-Chief

Contents 3 Editor’s Note Kevin Lentz, Editor-In-Chief 5 White Album Peter White, Publisher 7 Guest Comment Stuart Hunter, Managing Director, WorldGaming

8 Caesars Republic Lake Tahoe Debuts a New Era of Luxury The South Shore property made a grand entrance this summer. By Ryan Slattery 14 Las Vegas Locals As Las Vegas grew, so did Station Casinos. By Ryan Slattery 20 French Guyane's First Casino Theatre to Open in Cayenne as Groupe COGIT Unveils Major Entertainment

22 Building SiGMA into a global power Eman Pulis, Founder & CEO SiGMA speaks to Damien Connelly on scaling SiGMA worldwide

28 Bridging Land-Based and Online The next challenge is turning that knowledge into a continuous relationship beyond the casino floor. By Shaun McCamley 34 The House Already Owns the Real Audience Casino operators already own decades of real player data. By Mark McGuinness 40 Brazil Targets Tourism Through Gambling Reform Brazil authorities will revive idea for legalization of casinos in the country. By Eugene Gerden 43 Hand Signal Please Master the essential blackjack hand signals. By Al O’Grady 46 D RGT™ shines with player-first technology at G2E Las Vegas New Bingo raffle game attracts attention as DR Gaming Technology™ builds on continued growth 49 T he Timeless Steve Jobs Playbook How powerful storytelling transforms complex ideas into simple, compelling Narratives. By Raymond Chan

28 40

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

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Words: From The Publisher

The White Album Governments and Gambling: Have the Consequences of Higher Taxation Been Fully Considered?

By Peter White, Publisher, Casino Life Magazine

here has always been something of an anomaly in the relationship between governments and gambling. Members of Parliament are unlikely to be regular visitors to casinos or betting shops, yet they ultimately determine how our industry is regulated, taxed and increasingly, whether businesses can remain commercially viable. Following the Chancellor's recent Autumn Budget, the gambling industry can perhaps breathe a little easier. The proposed doubling of Machine Games Duty from 20% to 40% has been avoided, with the Government instead announcing an increase to 25% for higher-stakes gaming machines from April 2027. While considerably less than many had feared, this nevertheless represents a 25% increase in the existing standard duty rate for affected machines. The Social Market Foundation (SMF), an independent think tank, had advocated the 40% rate, arguing that higher taxation could generate hundreds of millions of pounds in additional revenue while addressing gambling-related harm. Fortunately, the Chancellor has stopped short of adopting that recommendation. However, the fundamental question remains: have the wider economic consequences of increasing taxation been fully considered? Of particular significance to gaming machine suppliers is a further Budget announcement proposing to transfer Machine Games Duty liability from premises operators to suppliers where supplier-owned machines operate under profit-sharing arrangements. Volume 22: Issue 192

Peter White, publisher of Casino Life Magazine

Under current legislation, the premises operator generally accounts for duty on the total net machine takings. Suppliers receiving a share of machine revenue are normally not directly liable, although liability on their own share can arise in certain exceptional circumstances. 5

Words: From The Publisher Under the proposed changes, suppliers could instead become responsible for accounting for and paying duty on the entire net machine takings, rather than merely their contractual share of revenue. This represents a potentially significant change for machine owners and suppliers operating revenuesharing agreements, introducing additional financial, contractual and administrative responsibilities. Manufacturers selling machines outright and suppliers operating conventional fixed rental or lease agreements would not automatically assume this liability. The Government intends to introduce these changes from April 2028, subject to a consultation closing on the 20th of January 2027. Given the implications for the equipment supply chain, manufacturers, distributors and operators should carefully examine the proposals and make their views known. The gambling industry employs thousands of people, contributes substantial taxation and invests heavily in premises, equipment, technology and staff training. Casinos, betting shops and adult gaming centres remain important contributors to Britain's leisure economy.

Nobody disputes the importance of protecting vulnerable customers, but taxation should not become a substitute for effective regulation. Increasing financial pressure on legitimate businesses could also encourage gambling activity to migrate towards illegal operators who contribute nothing in UK gambling taxation and may provide little meaningful consumer protection. The Government's decision not to double Machine Games Duty will be welcomed by many, but the cumulative impact of taxation, employment costs and regulatory obligations must not be overlooked. The Social Market Foundation is entitled to advance its arguments, but economic projections must be balanced against the practical realities of maintaining employment, encouraging investment and sustaining legitimate businesses. Perhaps it is time for the government to recognise that successful gambling taxation should be measured not simply by the rate imposed, but by the long-term sustainability of the industry generating that revenue. After all, increasing a tax rate is relatively simple. Ensuring that it delivers the anticipated revenue without damaging the businesses and suppliers supporting the industry is quite another matter.

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Guest Comment: Stuart Hunter

Disruptive Tech and the next chapter of play

By Stuart Hunter, managing director, WorldGaming

here’s no doubt that industry-wide b2b exhibitions are vital catalysts for progress, particularly in technology-led sectors such as ours. In essence, they serve as live hubs where the future is actively debated and shaped. While digital channels offer rapid information sharing, they cannot replicate the collaborative dynamic of a physical show floor. In-person events fast-track discussions on emerging industry trends by bringing together entire ecosystems. Exhibitions transform abstract technological challenges into tangible debates. Crucial issues like AI ethics, data compliance, cloud native platforms and cybersecurity are not just observed; they are interrogated through peer-to-peer networking, debate and analysis. What struck me most at G2E was how much of the conversation was taking place away from the show

floor. The magic of trade shows is that they reveal hidden commercial opportunities. Unplanned face-to-face interactions spark crosssector collaborations that rarely occur in siloed environments. By gathering competitors, regulators, and buyers under one roof, exhibitions such as G2E and ICE Barcelona enable the industry to stress-test new concepts against market realities. They move technology forward from innovation in isolation into a unified, industry-wide strategy, making them indispensable for sectors that sit at the intersection of technology, entertainment and regulation. Taking a global perspective Europe has longer experience of mature online markets, payments regulation and compliance, while the US leads on integrated resort scale and the land-based experience. ICE Barcelona is the place where those perspectives meet. Volume 22: Issue 192

By Stuart Hunter, managing director, WorldGaming

ICE has always been the place where the gaming industry comes to understand what is changing, meet the companies driving that change and identify the

technologies that will define the sector. That reputation has been enhanced further with the addition of Hall 7 to the ICE proposition – providing a home for global technology leaders, fintech specialists and emerging disruptors who are shaping the future. Amazon Web Services (AWS), PayPal, Mastercard and Aircash are among the leading global brands confirmed for Hall 7 at ICE Barcelona 2027. Hall 7 will connect the global gaming industry with the companies and technologies transforming how businesses operate, compete and engage with customers. It will bring together established global technology leaders alongside the next generation of innovators across areas including AI, Fintech, cloud infrastructure, cybersecurity, compliance and game development. For global industry professionals wanting to map-out gaming’s direction of travel, Hall 7 at ICE Barcelona is where the journey begins. 7

IMAGES: CAESARS ENTERTAINMENT

Feature: Caesars Republic Lake Tahoe

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Feature: Caesars Republic Lake Tahoe

Caesars Republic Lake Tahoe Debuts a New Era of Luxury The South Shore property made a grand entrance this summer. By Ryan Slattery

Volume 22: Issue 192

Feature: Caesars Republic Lake Tahoe

hether visiting in winter to ski and snowboard or coming in the summer for a round of golf or to swim or cruise the deep cobalt blue waters on a boat, travelers to Lake Tahoe now have new home base. Following a renovation that began in 2025, Harveys – a 735-room casino-resort straddling the Nevada-California state line on the South Shore – was completely remodeled, then rebranded, opening as Caesars Republic Lake Tahoe. The top-to-bottom overhaul touched every aspect of the property from the rooms and casino to the pool, restaurants and entertainment venues. Caesars Entertainment officially unveiled the new resort over the Fourth of July weekend with a ceremonial ribbon-cutting that including Caesars executives and celebrity restaurant partner Lisa Vanderpump. 10

“With Caesars Republic Lake Tahoe, we set out to create something truly distinctive. An experience that blends the natural beauty of the Sierra Nevada with the energy and innovation our guests expect,” Anthony Carano, President and Chief Operating Officer of Caesars Entertainment said in a press release. Sitting at the base of Heavenly Mountain Resort and across the street from the Edgewood Tahoe Golf Course, which annually hosts a televised celebrity golf tournament, Caesars Republic is perfectly situated for an adventrous mountain escape. Founded in 1944 as a small café and gas station by Harvey Gross, the property grew to include a few slot machines and later a hotel before being sold and switching hands several times until it landed with current operators Caesars Entertainment. www.casinolifemagazine.com

Feature: Caesars Republic Lake Tahoe Why was the decision made to rebrand and remodel Harveys? Harveys has been an iconic part of Lake Tahoe since 1944, but we saw an opportunity to create a resort experience that better reflects the beauty, energy and sophistication of the destination today. The transformation into Caesars Republic Lake Tahoe allowed us to preserve the property’s rich history while reimagining it as a modern lifestyle resort designed for today’s traveler. Was this a top-to-bottom renovation? What was done to enhance the property? This was a comprehensive property-wide transformation. Guests will notice changes from the moment they enter the lobby, with a completely redesigned arrival experience, refreshed guestrooms, new furnishings throughout the resort, upgraded casino offerings and new food and beverage concepts. We also introduced a World Series of Poker Room, a new High Limit room, High Dive Pool and Lounge, expanded meetings and convention space, a relocated fitness center and multiple new bars and lounges. Were all of the rooms and suites remodeled? Caesars Republic offers 735 guestrooms and suites between its two towers. The Remus Tower rooms were completely renovated with the Romulus Tower being lightly refreshed after a full renovation in 2020. The resort features a newly renovated pool complex, a fully refreshed casino floor with a modern high-limit room and a renovated Caesars Sportsbook, along with restaurants Wolf by Vanderpump, Gordon Ramsay’s Hell’s Kitchen and nightlife venue Tessie’s Cocktails & Chords. The resort also hosts a Summer Concert Series bringing in national acts to perform under the stars at the Lake Tahoe Amphitheatre. “Our vision was to take everything guests have loved about this destination for decades and revitalize it through a more modern, design-forward lens,” said Karie Hall, a Senior Vice President of Caesars Republic. “The result is a resort that feels vibrant, elevated and unmistakably Tahoe, whether you’re here for the views, the dining or the moments you can’t get anywhere else.” Casino Life interviewed Rob Brown, General Manager of Caesars Republic Lake Tahoe, to get more details about the resort renovations. Volume 22: Issue 192

What is the aesthetic of the design? Did you embrace the mountain atmosphere in the rooms and across the property? Absolutely. The design was intentionally created to embrace the spirit of Lake Tahoe. Throughout the resort, guests will find a contemporary alpine aesthetic that blends modern luxury with the natural beauty of the Sierra Nevada. The design incorporates warm textures, natural materials, mountain-inspired elements and sophisticated finishes that celebrate the destination while delivering a fresh, elevated resort experience. How large is the casino floor and what was done to enhance the gaming space? The casino floor received a significant refresh. Caesars Republic now features approximately 88,000 square feet of gaming space with 750 slot machines and 11

Feature: Caesars Republic Lake Tahoe

nearly 35 table games. Enhancements include new slot products, a new High Limit room, a state-ofthe-art World Series of Poker Room, a new Caesars Sportsbook and upgraded gaming environments throughout the property. With Wolf and Hell's Kitchen you have two signature restaurants from well-known personalities. Can you talk about that relationship with Lisa Vanderpump and Gordon Ramsay and why it's important to offer these to customers?

Dining is a major part of the modern resort experience, and both Lisa Vanderpump and Gordon Ramsay bring world-class brands that resonate with guests and are long-time partners of Caesars Entertainment. Wolf by Vanderpump offers an immersive dining and cocktail experience with a distinctive mountain-chic aesthetic, while Gordon Ramsay Hell’s Kitchen gives guests the opportunity to experience one of his most recognizable restaurant concepts right here in Tahoe. Together, they elevate the property’s culinary offerings and help position Caesars Republic as a destination for both gaming and exceptional dining experiences. Tell me a little about Tessie's. How often do you have live bands perform? Tessie’s Cocktails & Chords is one of the newest additions to the resort and is inspired by the legendary creature, “Tessie,” said to inhabit the depths of Lake Tahoe. Developed in partnership with Clique 12

www.casinolifemagazine.com

Feature: Caesars Republic Lake Tahoe

Hospitality, the venue combines creative cocktails, live music and a playful nod to local lore. The space was designed to be the social heartbeat of the property, blending Tahoe’s character with an energetic nightlife atmosphere. Live music is a core part of the concept, with regular performances programmed throughout the week. Being in the high-altitude, a heated pool is a must. Is it open year-round? High Dive Pool and Lounge was designed specifically

to take advantage of Tahoe’s unique mountain setting. It is a year-round oasis featuring a heated pool, hot tubs, premium cabanas, plush lounge seating and a lively indoor-outdoor bar experience. Whether guests are visiting in the middle of ski season or during the summer months, High Dive provides a way to enjoy the outdoors in every season. The location is stunning. Can you talk about any recreation partnerships you have or how close you are to the many outdoor activities being offered? One of the biggest advantages of Caesars Republic is its location in the heart of the South Shore. Guests are minutes from world-class skiing, snowboarding, hiking, mountain biking, boating, golf and water sports. Lake Tahoe offers year-round recreation and the resort provides an ideal home base for guests looking to combine outdoor adventure with luxury accommodations, gaming, dining and entertainment. Volume 22: Issue 192

Feature: Station Casinos

Las Vegas Locals As Las Vegas grew, so did Station Casinos. What started with a small bingo hall in 1976 has grown into a behemoth casino company. By Ryan Slattery

he population of the Las Vegas valley was roughly 400,000 when Frank Fertitta Jr. first

introduced the city to a casino concept dedicated to locals. Having worked his way up from bellman and blackjack dealer to pit boss and casino manager, Fertitta Jr. believed casino employees wanted, or more likely needed, a place of their own to go to relax. His vision – although criticized in the early days – proved to be true. Today, in a city of more than three million people, Station Casinos is a local giant. The family-run casino company, led by Frank Fertitta III and Lorenzo Fertitta, celebrated its 50th anniversary this summer with that same shared community-focused goal. The company employs more than 9,700 team members and currently owns and operates 18 strategically located casino and entertainment properties in the Las Vegas valley including luxury destinations like Red Rock Casino Resort and Spa, Green Valley Ranch, and Durango Casino & Resort, along with a growing video poker tavern business under the Seventy Six brand. 14

And the Fertitta family has not rested on their success. They continue to expand, innovate and

reinvest in all of their properties in an effort to bring new amenities to keep guests coming back. Over the past couple years, Station Casinos has completed the following renovations: ● Green Valley Ranch: Spent more than $200 million to remodel all 493 of the resort’s Mediterranean-inspired rooms and suites, along with upgrades to its convention and meeting spaces, and opened a 15-table poker room that’s operates 24 hours a day. ● Durango Casino & Resort: Following the debut of its new high-limit slot room and parking garage earlier this year, a $385 million northend expansion is underway that will add a 36-lane bowling alley, luxury movie theater, new restaurants, and an expanded casino floor. www.casinolifemagazine.com

Feature: Station Casinos ● Sunset Station: Invested $53 million on a propertywide refresh that included upgrading Club Madrid into a lively casino bar and opening Stoney’s Rockin’ Country bar. ● Red Rock Casino Resort Spa: Debuted several new restaurants including Hearthstone, Randy’s Donuts, Good Pie pizza, and burger joint With Love, Always. ● Seventy Six Taverns: Opened its sixth tavern with more locations planned. “Our business is based on repeat visitation, getting locals to come back multiple times a week, multiple times a month,” explains Frank J. Fertitta IV, senior vice president of operations at Red Rock Resorts – parent company of Station Casinos. “You have to reinvest in these properties, keep the amenities relevant and not let them get tired. It’s what separates us from the competition.” Casino Life interviewed three Station Casinos executives to share what’s happening across the valley. Here’s our interview with Frank J. Fertitta IV, who oversees all operations across the company’s portfolio. Station Casinos just celebrated its 50th anniversary. How has the company not only established itself as the local’s favorite but continued to innovate and adapt to current trends? We obsess over a lot of different aspects of the business. From the way we design our buildings to the strategy for where we build our

properties, we try to get better at everything we do. We’re really in the weeds. We’re in the meetings every single day making decisions that make the company better. This is our life This is our passion. And we love doing it. It comes down to a lot of little details, adding up to make a big difference. As a company what are you most proud of? I would say our team members and the culture that we’ve built – how we treat them and how they treat our customers. Maintaining a level of guest service and knowing people’s names and treating them the way they need to be treated. That’s what we take pride in. You spent $200 million at Green Valley Ranch. Why was it important to reinvest in the property and why did you open a poker room at a time when most casinos are closing them? Hotel rooms are one of the biggest changes. I think we now have some of the nicest rooms in the city. Having new things to do is a big part of our strategy here. We look at business a little bit differently Volume 22: Issue 192

Red Rock Casino Resort Spa

Green Valley Ranch

Durango Casino & Resort

Sunset Station 15

Feature: Station Casinos

EXPANSION UNDERWAY FOR DURANGO RESORT When Durango Casino & Resort debuted in December 2023 it broke the rules of casino design allowing daylight to shine in. The much-anticipated 209-room property added an element lacking in the fast-growing southwest neighborhood bringing gaming, entertainment and dining to an area of town desperately in need of it. The property – located about 10 miles from the Strip – will reveal a massive expansion in early 2027 that will bring more slot machines, a bowling alley, movie theater, restaurants and entertainment including country dance bar Moonshine Flats to the property. Here, Dave Horn, vice president and general manager of Durango Casino & Resort, talks about what’s to come. In just a couple years, Durango has established itself as a destination casino in the city’s Southwest valley, especially among younger guests. How does Durango differ from other Station properties? The reception has been overwhelmingly positive. I would say the biggest difference from our other properties is the design aesthetic and we do have additional offerings that appeal to a younger customer, but overall, we have something for everyone and that will continue as we move into our next phases of expansion.

How will these amenities change the atmosphere at Durango, adding a more family-friendly aspect to the property when currently there isn’t one? We already have a focus on maintaining a high-energy atmosphere, and these new offerings only make our property more of a place that always has something going on. Restaurants have been essential to Durango. What have you tried to accomplish in the selection of dining partners? The key to our success is working with partners who are very involved in their businesses, family-operated or sole proprietors that make incredible food. We take great care in developing these partnerships and look to bring a variety of offerings to our guests. What makes Bel-Aire pool a great spot for concerts? Bel-Aire creates a more intimate feeling for our guests and is not like a traditional concert venue. But in the same breath, it is still a large enough area where you can find a spot away from people and enjoy a good view with a drink, and that is what makes it an incredible concert space.

You’ve already added a high-limit room as part of the $385 million expansion. What will the new amenities, like bowling and a movie theater, bring to the property? These amenities have always been a part of our plan for the property. They are loved by all our guests across our other destinations. We expect a significant incremental increase across all age groups.

www.casinolifemagazine.com

Feature: Station Casinos than other people do. The more stuff you give people to do, the more reasons you give them to come to the property. Sunset Station is one of the older properties in the portfolio. Can you explain what the changes there mean to the community and regulars who visit? The city as a whole has been growing pretty rapidly. We’ve had a big influx of folks from Southern California and Arizona with a lot new homes being built at Cadence, which is a master planned community. We’re looking to capture some of that crowd and get some new customers that may not know Station Casinos when they first move into town. Red Rock Resort celebrated its 20th anniversary with the Taste of Station food festival and a concert by Journey. Do you have plans to continue those types of big events? We definitely would love to see Taste of Station come back to the property again. Part of our philosophy is to always have things going on and reasons for people to come to all of our properties. The company has entered the tavern business with the Seventy Six brand. How’s it going? We’re happy with the performance of those. We’ve been opening them in suburban markets where we don’t have as much of a presence with the hopes of turning those people into Station customers. Station owns about 454 acres throughout the valley with some land near the Las Vegas Strip. What are the plans for those parcels? We have about a 100-acre piece of property that is near the Strip, by T-Mobile

Seventy Six Taverns

[Arena] and the Tropicana interchange. We work on a lot of different developments at the same time, so that we can pull the trigger on whichever one we see is the best fit when we’re ready. There’s a couple that we are working on a little more diligently at this point, but we’re not ready to announce anything. We got a lot of the pipeline.

Volume 22: Issue 192

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Feature: Station Casinos

RED ROCK RESORT TURNS 20 Red Rock is 20 years old. How has the property made a lasting impression on the community while continuing to evolve? When I was hired [by Station Casinos], it was still a dirt lot. It’s a pretty spectacular place. We’re always trying to make sure that we’re keeping up with the times and that our spaces are relevant. There’s never a time where we’re not looking at opportunities to continue to improve – restaurants are always one of those things the company invests in. The food court has been completely refreshed with new venues. How did that come about? We want to be fresh, and updated, on a regular basis. This is not just your run-of-the-mill food court. They all bring something different to the game.

Journey performing at the pool was a huge event. Can we expect more high-profile acts coming at Red Rock? Every year, we do a summer series out at the pool. Journey was obviously a moment for us to ring in our 20th anniversary. We want to bring more shows like that, other big names to give people a reason to come. It’s just such a great venue and space out there. What’s the future of the property look like? There are still opportunities to continue to update and renovate or add experiences and that’s what we are absolutely doing. Our company is focused on continuing to make sure our properties don’t go stale.

You had a couple restaurant pop-ups recently with The Cheese Store and Ya-Baba Shawarma. What is the benefit of hosting these? Are they potential try outs? It’s just a really cool opportunity, not necessarily to test them. It’s a way to win over the day on a social media standpoint and create newness on the property. When you get 500 people in the line to eat a sandwich, they stay awhile. It gives us an opportunity to expose the property to people that may not normally be coming here. You celebrated the anniversary with Taste of Station – a culinary tasting event that brought together roughly 30 restaurants from across the properties. Could something like this turn into an annual event? Absolutely! We realized there is a demand for this type of experience. We’re already working towards what it will look like next year.

Volume 22: Issue 192

Feature: Groupe COGIT

French Guyane's First Casino Theatre to Open in Cayenne as Groupe COGIT Unveils Major Entertainment Destination. By Peter White

rench Guyane will welcome its first casino on 5 November 2026,

as French gaming and hospitality operator Groupe COGIT unveils an ambitious casino-theatre and entertainment complex in Cayenne. Developed by CAYSINO, a subsidiary of Groupe COGIT, the project represents an investment of more than €25 million and marks a significant development for the French overseas territory. More than simply a casino, the venue has been designed as a comprehensive entertainment destination, combining gaming, theatre, live performances, restaurants and bars all under one roof.

Entertainment at the Heart of the Development

A central feature of the complex is its purpose-built, multifunctional theatre, designed to accommodate 550 seated spectators or up to 750 guests for standing events. 20

The theatre will host concerts, theatrical productions, live performances, DJ sessions and cultural events, with

facilities also suitable for conferences and corporate functions. This entertainment-led approach distinguishes the Cayenne development from conventional casino operations, with Groupe COGIT positioning the venue as a major leisure and cultural attraction for both residents and visitors to French Guyane. Complementing the theatre is a restaurant of approximately 188 square metres, providing seating for 70 guests and offering a combination of traditional and contemporary cuisine. A dedicated lounge bar overlooking the gaming floor will provide an additional social and hospitality environment, allowing guests to enjoy refreshments and entertainment independently of the casino's gaming activities. Together, these facilities establish the development as a destination for dining, nightlife and live entertainment, with gaming forming one element of the wider offering. www.casinolifemagazine.com

Feature: Groupe COGIT

Gaming Floor and Equipment Casino Life has obtained further details of the gaming installation, confirming that the casino will feature 100 slot

machines supplied by leading international manufacturers including Light & Wonder, IGT, Aristocrat and Zitro. Complementing the slot installation will be 20 Alfastreet electronic roulette terminals, providing customers with an alternative to traditional dealer-operated roulette. The live gaming offering will comprise two blackjack tables and one English roulette table, creating a combination of electronic and traditional casino gaming.

DRGT Casino Management and Cashless Technology

A particularly noteworthy aspect of the development is its adoption of an integrated casino management and cashless gaming system supplied by DR Gaming Technology (DRGT). The DRGT system will extend from the casino entrance through to the gaming floor, incorporating electronic access gates operated through customers' membership cards. Customers will use their membership cards to gain access to the gaming areas, providing an integrated approach to admission, player identification and gaming transactions. Across the gaming floor, both the slot machines and Alfastreet electronic roulette terminals, equipped with bill validators supplied by MEI, enabling customers to deposit cash directly and credit their membership cards. Funds may also be loaded onto membership cards at the casino cash desk. The cashless system extends to all live gaming tables, where no cash will be accepted. All customer buy-ins will be conducted exclusively through their membership cards, with the corresponding value exchanged for gaming chips at the table. The system enables customers to move between slot machines, electronic roulette and traditional live tables using a single membership card, providing a streamlined gaming experience while reducing physical cash handling and supporting centralised transaction monitoring. Volume 22: Issue 192

The integration of DRGT technology across gaming, membership and access control represents a significant element of the casino's operational infrastructure.

A Major Investment in French Guyane

Located in the Montabo area of Cayenne, the development incorporates dedicated visitor parking and supporting facilities designed to accommodate both gaming customers and theatre audiences. The investment has generated new employment opportunities within the region and is expected to

make a significant contribution to French Guyane's hospitality, entertainment and tourism sectors. For Groupe COGIT, the project represents an expansion into a new regional market while introducing an entertainment concept that combines traditional casino gaming with cultural and leisure facilities. The Casino-Théâtre de Cayenne is scheduled to welcome its first customers on Thursday, 5 November 2026, at 10:00 am, establishing a new landmark in French Guyane's entertainment landscape. With its substantial theatre capacity, restaurant and bar facilities, international gaming equipment suppliers and integrated DRGT cashless technology, the development promises to become a significant addition to the French casino and entertainment industry. Casino Life will continue to follow the development as Groupe COGIT prepares for the official opening. 21

Feature: SiGMA

“

The rebranding of our Rome flagship from SiGMA Central Europe to SiGMA World reflects that ambition. The name is not simply a branding change; it reflects how we see the event and the business evolving."

Eman Pulis, Founder & CEO, SiGMA 22

www.casinolifemagazine.com

Feature: SiGMA

Building SiGMA into a global power Eman Pulis, Founder & CEO speaks to Damien Connelly on scaling SiGMA worldwide, empowering leaders, creating meaningful connections, and building a lasting legacy beyond events and exhibitions

man, when we last spoke, you described how SiGMA had evolved from a Malta-based exhibition into a global ecosystem spanning events, media, networking, startups and philanthropy. Looking back, what has been the single most consequential decision you have made in that transformation, and what makes you confident it was the right one? I think the most consequential decision was to stop thinking of SiGMA as an event and start thinking of it as a global platform. When we started in Malta in 2014, the focus was on creating a meeting point for the gaming industry. We wanted to

bring the right people into one room, create opportunities for businesses and establish something that the industry would want to return to year after year. That was the starting point, but I always believed there was room to build something much bigger. The rebranding of our Rome flagship from SiGMA Central Europe to SiGMA World reflects that ambition. The name is not simply a branding change; it reflects how we see the event and the business evolving. We want Rome to be a meeting point for the global gaming industry, bringing together people from Europe, Latin America, North America, Africa and Asia. Rome is a city with international significance, and we believe the event can reflect that same global outlook.

Volume 22: Issue 192

What gives me confidence is that we are no longer looking at growth through a single lens. Events remain at the heart of the business, but we have also developed media, investment, education, and philanthropic activities. These pillars serve different purposes, yet the same principle connects them: creating opportunities for people and businesses to grow. I have always believed that if you build something valuable for the industry, the commercial opportunities will follow. You cannot simply announce that you are global and expect people to believe you. You have to demonstrate it through the people you attract, the partnerships you build and the opportunities you create. That is what we are working towards with SiGMA World. SiGMA now operates across multiple continents, each with its own regulatory environment, business culture and commercial priorities. How do you maintain a consistent global identity without imposing a single model on markets that may need very different approaches? The key is to understand that having a global brand does not mean treating every market the same way. Every market has its own business culture, regulatory framework, priorities and expectations. If you enter a country assuming that what worked somewhere else will automatically work there, you are setting yourself up for disappointment.

Feature: SiGMA

What we want to maintain is consistency in our values and standards, not necessarily in every operational detail. People should recognise SiGMA wherever they encounter us. They should expect a strong business environment, meaningful networking, relevant industry discussions and opportunities to connect with decision-makers. How we deliver that experience can vary by market. Rome is a good example of how our thinking has

developed. Moving our flagship from Malta to Rome was not simply about relocating an exhibition. It was an opportunity to strengthen the connection between the international industry and the Italian market, while giving companies outside Europe a reason to engage with the region. That requires listening to local businesses, regulators and partners rather than arriving with a finished blueprint. You need people on the ground who understand the market, and you need to be prepared to adapt your approach when the evidence tells you something different. Ultimately, global expansion is not about making every market look alike. It is about connecting markets that might otherwise operate in isolation. If we can help a business establish relationships in a new region, understand a different commercial environment or find partners it would not otherwise have met. We are delivering on the brand's purpose. 24

You have built SiGMA around an entrepreneurial vision, but a growing international business eventually requires systems, management structures and delegation. What has been the hardest part of evolving from an entrepreneur driving the business forward to leading a much larger organisation? One of the hardest lessons for any entrepreneur is accepting that the skills that help you build a business from scratch are not necessarily the same skills you need to lead it at scale. In the early days, you are involved in everything. You make decisions quickly, solve problems yourself and move from one responsibility to another because there is nobody else to do it. That approach can be effective when the organisation is small, but it becomes impossible when the business grows across multiple countries, teams and business divisions. SiGMA has grown well beyond its original event concept, which means we have to think differently about leadership. We need people who can take ownership, make informed decisions and build teams of their own. My role is not to be involved in every detail. It is to establish direction, bring the right people into the organisation, and ensure they have the environment and resources to do their jobs properly. Delegation also requires trust. You have to accept that someone else may approach a problem differently from how you would. That does not automatically www.casinolifemagazine.com

Feature: SiGMA make their approach wrong. In fact, having people who challenge your thinking can make the business stronger, provided everyone understands the objectives and remains accountable for the outcome. As SiGMA expands, we need to keep developing the people around us and ensure the business is not dependent on a single person's ability to make every decision. The real test of leadership is not how much you can personally accomplish. It is whether you can build an organisation that continues to perform, innovate and grow because the right people are empowered to lead. In our previous interview, you said that a successful SiGMA event is ultimately about the quality of the conversations taking place, not simply the number of people through the doors. But how do you translate that philosophy into measurable business results? Attendance figures matter. Exhibition space matters. The number of companies exhibiting and the seniority of the attendees both tell you something about the scale and reach of an event. We should not dismiss those measurements, because they are useful indicators of the industry's interest. But they do not tell the whole story. A room full of people is not necessarily a room full of opportunities. The real value comes from what happens when those people meet. Does an operator find a supplier that solves a business problem?

Does a startup meet an investor who understands its potential? Does a company establish a relationship that helps it enter a new market? Those are the outcomes that can make an event commercially meaningful. Measuring that value requires looking beyond the days of the summit itself. We need to consider the quality of the audience, the relevance of the conference programme, the opportunities for business development and the relationships that continue after everyone has returned home. Exhibitor feedback, delegate surveys, follow-up engagement and repeat participation can all help us understand whether we are delivering on our promise. At SiGMA World, we are bringing gaming, emerging technology, financial markets, and affiliate marketing into a single, broader environment while allowing each community to retain its own identity. That creates opportunities for cross-sector conversations, not just within them. Volume 22: Issue 192

Ultimately, our responsibility is to create the conditions in which business can happen. We cannot guarantee every participant a particular outcome, but we can ensure the environment

is relevant, the right people are present, and opportunities to connect are available. If people leave with relationships worth developing and reasons to return, we know we are moving in the right direction. When you look ten years ahead, what would you most like SiGMA to be remembered for? Would it be the scale of the events, the businesses it helped build, the relationships it created or the difference it made outside the industry? I believe it will be remembered for a combination of those things, because they are connected. The events are how many people first encounter SiGMA, but the wider value lies in what grows out of them. Businesses develop relationships, entrepreneurs find opportunities, people share knowledge, and new ideas gain the exposure they need to move forward. 25

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Feature: SiGMA

When we started in Malta, we could not have predicted every direction the business would take. What began as an event has grown into an international organisation spanning multiple markets and business areas. That evolution has taught me that a company needs a clear sense of

purpose, but it must also be prepared to adapt as the world around it changes. Ten years from now, I would like SiGMA to be recognised as a platform that helped the industry become more connected and created opportunities for businesses that might otherwise have struggled to reach international audiences. I want us to have played a meaningful role in bringing together established companies, new entrants, investors, regulators and entrepreneurs, while helping the next generation of businesses find their footing. I also want the Foundation's work to be part of that legacy. If we can help improve access to education, support underserved communities and create opportunities for people who need them, then that is a contribution I will be proud of. The number of lives impacted is a measure of success that means a great deal to me personally. Volume 22: Issue 192

“

The events are how many people first encounter SiGMA, but the wider value lies in what grows out of them."

Legacy is not something you can declare for yourself. It is something other people decide when they look back at what you have done and what has changed as a result. We have to earn that through the way we operate, the relationships we maintain and the standards we set. The commercial ambition will always be there. We want to grow, reach new markets and continue building a stronger organisation. But growth alone is not enough. I want us to build something that lasts, something that continues to create value for the industry, and something that can make a positive difference beyond it. If SiGMA can be remembered as a business that brought people together, helped others succeed and used its own success to create opportunities for people who needed them. I would consider that a meaningful legacy. 27

Feature: Technology In Casinos

Bridging Land-Based and Online Casinos already know more about their players than almost any other entertainment business. The next challenge is turning that knowledge into a continuous relationship beyond the casino floor. By Shaun McCamley

or decades, casino operators have invested heavily in understanding their players. Loyalty cards, tracking systems, hosts, CRM platforms, hotel databases and smart tables have given operators access to an extraordinary amount of information: when customers visit, what they play, how long they play, what they spend, where they stay, which offers they respond to and when they are likely to return. Yet a striking disconnect remains. Casinos are very good at understanding customers inside the property, but far less successful at maintaining that relationship once those customers walk out the door. That matters because the customer relationship has changed. Casino groups have spent billions improving 28

gaming floors, hotels, restaurants, entertainment and loyalty programmes, while the smartphone has become the primary interface between consumers and many of the brands they use every day. For operators that creates both a problem and an enormous opportunity: the casino relationship no longer has to depend on the customer physically returning to the property.

The customer has already moved on

The debate around convergence is sometimes framed as though casino operators must decide whether they want to become digital businesses. That decision has already been made for them because their customers are already digital. www.casinolifemagazine.com

Feature: Technology In Casinos They bank, shop, communicate and consume entertainment digitally. They book flights and hotels on their phones, order food through apps and expect brands to recognise them across environments. Yet many casinos still maintain a remarkably traditional relationship with those same customers. The player arrives, presents a loyalty card, plays, and the casino records the activity. They may eat in a restaurant, stay in the hotel or attend a show, creating additional information along the way. Then they leave and, far too often, the relationship goes dormant until another promotional offer arrives. That isn't really digital engagement; it is database marketing. Database marketing asks how we get the customer back into the property. Digital engagement asks a broader question: how do we maintain the relationship wherever the customer happens to be?

Data is only valuable when it changes what happens next

One misconception surrounding casino digital transformation is that operators need more data. In many cases, they need to use the data they already have more effectively. Large integrated resorts often hold information across casino management systems, hotels, restaurants, loyalty platforms, entertainment, retail, apps and CRM databases. Connecting those systems can be difficult, particularly where legacy technology is involved, but the bigger issue is often what happens after they are connected. The customer does not think of themselves as a hotel customer at one moment, a casino customer two hours later and a restaurant customer the following morning. They see one destination and one brand. The real objective should not simply be building a larger database. It should be creating a single, actionable understanding of the customer that can influence what the organisation does next. That means bringing together behaviour across the gaming floor, resort and digital environment. Landbased activity should help shape digital engagement, while digital behaviour should improve the operator's understanding of the customer before their next physical visit.

Smart tables and the next layer of insight

The growth of smart-table technology illustrates how the industry's relationship with data is changing. Volume 22: Issue 192

Historically, slots generated considerably richer player-level information than table games. Tablegame ratings have depended more heavily on human observation and dealer or supervisor input. Average bets could be approximate, playing time imperfect and individual betting patterns difficult to capture accurately. Smart-table technology is changing that by giving operators far greater visibility into betting behaviour, game activity and player patterns. That has obvious benefits for game protection, operational efficiency and more accurate player valuation, but the more interesting opportunity may sit beyond the gaming floor. If an operator knows more about how a customer plays baccarat, blackjack or roulette, does that simply produce a better theoretical win calculation and comp decision, or does it change the customer relationship? A better understanding of land-based behaviour can inform other touchpoints. A baccarat player may not share the motivations of a slot customer; a highly competitive customer may respond differently to recognition, challenges and rewards than someone motivated by resort experiences or status.

From tracking players to understanding relationships

The casino industry has long measured players

well. Average bet, time played, visits, theoretical value, actual win and loss, frequency and recency remain fundamental to casino marketing. Digital environments add another behavioural layer: what customers engage with, what they ignore, which rewards generate activity, when they interact, which communications work and what causes them to disengage or return. Combine those signals with land-based gaming and wider resort activity, and the operator begins moving from player tracking to player understanding. That broader view matters. A weekly local visitor should not necessarily be treated like an international premium customer who visits three times a year. A customer whose gaming activity has reduced may not be lost if their hotel, restaurant, entertainment or digital engagement remains strong. 29

Feature: Technology In Casinos This is where integrated resorts have an opportunity that pure online gaming businesses do not. They can potentially understand a much broader customer relationship. The technology increasingly allows operators to recognise those differences. The harder part is designing organisations that can act on them.

The opportunity between visits

This broader understanding becomes especially valuable when operators consider what happens between visits. Consider a customer who visits an integrated resort six times a year. Those visits may be valuable, and the operator may know almost everything about the customer's behaviour on property. But there are hundreds of days when that same customer may have little meaningful interaction with the brand. Traditional casino marketing tries to shorten that gap by sending an offer designed to trigger another visit. Digital engagement lets operators fill the gap themselves. The relationship can continue through loyalty, personalised content, entertainment, competitions, rewards, resort experiences and, where appropriate, social gaming. The mix will depend on the operator, customer and regulatory environment. Customers need reasons to interact with the brand even when they are not planning their next casino visit. Not every interaction has to generate immediate revenue. Sometimes the value is simply maintaining relevance.

Loyalty must become continuous

That shift from visits to relationships also requires loyalty programmes to evolve. Casino loyalty programmes have traditionally been designed around one overriding objective: encourage another property visit. The traditional model remains transactional. Play generates points, points generate rewards, and higher levels of play produce greater recognition and benefits. That model has worked for decades. A customer can belong to a loyalty programme without being deeply engaged. They may carry the card, accumulate points and redeem offers while having almost no relationship with the casino between visits. 30

Digital creates the opportunity to make loyalty continuous rather than episodic. Status, recognition, rewards and personalised experiences can become relevant outside the physical property as well as inside it. For integrated resorts, the opportunity extends even further. The customer relationship is not limited to gaming. Hotels, restaurants, entertainment, retail, events and other resort experiences can all contribute to a broader understanding of value and loyalty. This requires operators to move beyond thinking of loyalty simply as a mechanism for rewarding gaming spend. The bigger opportunity is using loyalty to recognise and strengthen the entire customer relationship.

Personalisation has to move beyond the offer

Once loyalty is treated as an ongoing relationship, personalisation must extend beyond the next promotion. The gaming industry talks constantly about personalisation, but too often what we really mean is segmentation. A customer is placed into a group based on value or behaviour and receives an offer designed for that group. True personalisation means using what we know about the customer to make the experience itself more relevant.

If an operator understands a customer's gaming preferences, visitation patterns, hotel activity, dining behaviour, digital engagement and response to previous communications, that information should influence timing, recognition, content and experience design. Better data should enable the opposite: less irrelevant communication, better timing, more relevant experiences and greater recognition. This is also where artificial intelligence will increasingly enter the conversation. Its real value will not be simply producing more marketing messages. It will be helping operators interpret enormous volumes of behavioural data and decide which interaction is relevant to which customer at which moment. But AI does not remove the need for strategy. Automating irrelevant communication simply makes an operator irrelevant faster. www.casinolifemagazine.com

Feature: Technology In Casinos

Different markets, same strategic challenge

As an example, Europe presents a different regulatory and competitive environment from Southeast Asia. In many European markets, land-based and online gaming already coexist, and some established groups have operated across both environments for years. That should theoretically make convergence easier, but organisational silos frequently remain. The online division has its technology stack, acquisition strategy, CRM, management team and P&L, while the land-based business has another. Sometimes they share a brand while effectively operating as separate businesses. That can create the strange situation where the same operator knows the same customer in two different environments but does not necessarily treat them as one customer. Southeast Asia presents a different challenge. The region contains some of the world's most sophisticated integrated resorts, large customer databases and increasingly advanced player-tracking technology, while regulatory approaches to digital

gaming vary substantially between markets. In markets where real-money online gaming is available, that may form an important part of the answer. Elsewhere, operators can use loyalty, resort applications, entertainment, social gaming and other digital experiences to maintain the relationship. Whatever the market, operators also need to avoid confusing brand awareness with digital capability. A strong casino or resort brand provides awareness, trust and an existing customer relationship. But digital consumers expect immediacy, personalisation, constant availability, relevant content and regular reasons to return. Competition also changes online. A physical casino competes within a geographic market, where location, scale, amenities and accessibility create natural barriers. Digital removes many of those protections. The customer is one tap away from another entertainment option: a mobile game, streaming Volume 22: Issue 192

platform, social network or sports application. All compete for the same scarce resource: the customer's time. That is why digital cannot simply be treated as an extension of casino marketing or the casino floor. It needs to be approached as a distinct operating environment with its own expertise, technology, customer expectations and economics.

The real obstacle is organisational This is why the central challenge is not only how

operators collect or interpret data, but whether they are organised to act on it. Much of the discussion focuses on technology: CRM platforms, player account management systems, data warehouses, loyalty engines, apps and artificial intelligence. Those are important decisions, but technology cannot fix an organisation that is working against the customer journey. If the land-based casino, digital operation, loyalty team, CRM department and resort marketing function have different objectives, budgets and performance measures, connecting their databases will not create a connected customer experience. That does not mean merging every department, nor does it mean digital should simply report into traditional casino marketing. Digital requires specialist leadership, strategy, people, operating disciplines and commercial accountability. 31

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Feature: Technology In Casinos But somebody at senior management level has to own the overall customer relationship across those different environments. Otherwise, operators risk building technically integrated systems inside strategically disconnected businesses.

Stop thinking in channels

The organisational shift begins with a simple change in perspective: operators need to stop thinking about land-based customers, online customers and digital customers as separate populations. Sometimes that will be at a baccarat table, sometimes on a slot machine, sometimes in a hotel room, restaurant or show, and increasingly it will be through a mobile device hundreds or thousands of kilometres from the property. Instead of asking only how much a player generated during their latest trip, operators need to understand the lifetime relationship: how often the customer engages, how broad the relationship is, whether engagement is increasing or declining, which experiences strengthen it and what successfully brings them back.

Executive action: turn data into commercial results

The casino industry doesn't have a data problem. It has an execution problem. We already know more about our customers than almost any other entertainment business, yet too much of that knowledge still sits in systems, departments and loyalty databases waiting for the customer to walk back through the door. That model is becoming increasingly difficult to justify. The next generation of casino customers will not think about their relationship with an operator in terms of physical and digital channels. They will simply expect the brand to know them, recognise them and provide relevant reasons to remain engaged, regardless of where that interaction takes place. Volume 22: Issue 192

For senior management, this should trigger a more fundamental review than simply asking whether the organisation has the right technology. Operators need to ask who owns digital, where it sits within the business, whether it is treated as a marketing function, an IT project, an extension of the casino floor or a business in its own right, and who is accountable for turning customer data into commercial results. What concerns me is that, at gaming conferences around the world, I still hear the same conversations on this subject – and, more worryingly, the same misguided understanding of how digital businesses should be structured, managed and led. Too often, digital is still being approached as an extension of an existing department rather than recognised as a distinct business requiring clear ownership and accountability. These are leadership questions, not technology questions. Digital requires its own expertise, operating disciplines, strategy and accountability, but it cannot succeed in isolation from casino operations, loyalty, CRM, marketing and the wider resort. The challenge for senior management is therefore not simply to build a digital capability, but to put the right organisational structure and leadership around it while ensuring it remains fully connected to the broader customer and resort strategy. The casino floor may still end at the door. The customer relationship does not have to. For operators prepared to organise around that reality, player data becomes more than a record of past behaviour. It becomes the foundation for the next stage of growth.

Feature: Online Gaming

The House Already Owns the Real Audience

Casino operators already own decades of real player data, but synthetic audiences promise predictive certainty that even the best loyalty systems cannot deliver. By Mark McGuinness

he American casino floor is one of the great triumphs of data-driven marketing. For thirty years the industry has turned the loyalty card into a player experience its online rivals still envy. So, when AI vendors arrive selling synthetic audiences, the land-based sector is better placed than anyone to ask the hard question. If this modelled data were as good as the pitch, why does no casino, however well it knows its players, ever fill every seat? Every few years the marketing industry falls in love with a new source of certainty. Synthetic audiences are the current infatuation. Feed a large language model your customer data, your research and a description of a segment, and it builds a population of artificial respondents. They answer questions, react to creative and, in the boldest version of the claim, predict what real players will do. All before you spend a dollar reaching them. 34

A category with a budget line

This is not a rounding error. The synthetic data market was worth roughly 600 million dollars in 2025 and is forecast to pass 6.9 billion by 2034, a compound growth rate north of 31 per cent a year, according to Fortune Business Insights. One projection, widely attributed to Gartner, held that by 2024 most of the data used to build AI would be synthetic rather than real. This is not a niche. It is a budget line, and it is heading for gaming.

The house already knows

Here is the irony the vendors miss. The people they are pitching invented this. Long before Silicon Valley made data fashionable, the American casino floor ran the most sophisticated customer-analytics operation in any consumer business. The loyalty card did it. Every carded bet, every session, every visit, every comp and every offer redeemed became a live record www.casinolifemagazine.com

Feature: Online Gaming of real behaviour. Not a survey. Not a stated intention. The thing itself. Harrah’s, under Gary Loveman, turned that card into a science and built a player experience the online world is still trying to copy. Hosts who know their guests by name. Offers that arrive because the data earned them. A floor arranged around how people actually move and play. That is not a synthetic audience. It is the real one, and this sector has served it brilliantly for three decades. Which is exactly why land-based operators should read the synthetic-audience pitch more sceptically than most.

The honest case

Start with the honest case, because there is one. The card only knows the players you already have. It says nothing about the ones you have never met. A property entering a new state, or a floor chasing a younger guest who does not yet carry your card, has a blank space where the data should be. A synthetic audience, built from adjacent markets and public research, can stress-test a position or a price for that unknown segment in days, not months. As a way to frame the questions worth asking about players you do not yet have, that is genuine value. As a substitute for the carded floor data you already own, it is a downgrade dressed as innovation.

The catch

Now here is the catch, and it is the one the sales deck skips. A synthetic audience is a mirror. It is built from data about what people have already done, and a model trained on the past can only ever hand you back the past, dressed as a prediction. Practitioners who work with these tools daily now advise treating synthetic findings as hypotheses, not facts. The failure modes are specific. Bias amplification, where the model hardens yesterday’s patterns into tomorrow’s certainty. Sycophancy, where the system returns the agreeable answer it thinks you want. Hallucination, where it invents with total fluency. None of these are edge cases. They are properties of the technology. No industry is better equipped to spot the difference than this one. You have spent thirty years watching what people actually do at the machine. You know how far a stated preference sits from a pulled handle. Volume 22: Issue 192

The hundred per cent question

Which brings us to the question every board should ask, and few do. If synthetic audiences were as accurate as their strongest advocates claim, marketing would be a solved problem, and this industry would be the proof. No sector on earth knows its customers better. Yet no casino, however rich its data, fills every seat on a Tuesday, converts every first-time visitor into a carded regular, or wins back every player who drifts to the property down the street. That world does not exist. Real markets contain competitors you do not control, a weekend that underperforms, budgets that run out, and people who act against their own stated preferences every day. Nobody sells 100 per cent of anything, and a

synthetic audience cannot promise what the best real data in the world has never delivered. The map is not the territory, however finely it is drawn. People rationalise a choice after they make it, and no modelled certainty closes the gap between what a guest says and what they do with a bankroll in hand.

Follow the money

There is a second reason to keep one hand on your wallet, and it has nothing to do with the science. Most of these tools are sold on consumption. You pay by the query, the token, the audience run. Pertoken prices keep falling, yet invoices keep rising, because one AI action now triggers dozens of model calls beneath the surface. The vendor’s logic is therefore simple. The more audiences you generate, the more you pay. When the recommendation is always to run another simulation, ask who profits from the advice. 35

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Feature: Online Gaming

How to use it well

Treat synthetic audiences as a scouting tool for the players you do not yet have, not an oracle for the ones you do. Let them narrow the field, surface the unexpected question and pre-test the obvious mistakes out of a campaign. Then validate what

survives against the richest real dataset in the business, the one you already own: your floor, your card and your hosts. Keep a human in the loop who is paid to disagree with the model. And watch your own reflection in it, because the greatest risk of a mirror is not that it lies, but that it flatters, showing you the audience you hoped for rather than the one you have. Treat it, too, as part of your decision trail, because once a synthetic model shapes who you target and how you price, a regulator may one day ask to see the reasoning.

So, what is my synthetic prediction? Synthetic audiences are neither the fad the sceptics claim nor the oracle the vendors sell. They will settle into the stack as a useful scouting and pretesting layer, genuinely helpful for the unknown and quietly overbought for the known. The fad is the consumption-driven promise that more simulation Volume 22: Issue 192

equals more certainty. The value is the disciplined, sceptical use of a good hypothesis tool by people who still respect real-world evidence. The casino sector, of all industries, should hold that line, because it wrote the playbook the technology is imitating. A synthetic audience is a machine’s best guess about your players. The card is the record of what they actually did. Confuse the two and you will spend real money chasing a copy of data you already own. Keep them straight and you have a sharp instrument for scouting the players you have yet to meet, while the real audience stays where it has been for thirty years: on your floor, and in your data. 37

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Feature: Legislation

Brazil Targets Tourism Through Gambling Reform Brazil authorities will revive idea for legalization of casinos in the country. By Eugene Gerden

he Brazil authorities plan to return to the issue for legalization of casinos within the territory of the country this year in an attempt to attract additional revenue to the state budget and to boost national tourism. At the end of last year the Brazil Senate rejected the bill to legalize casinos, bingo, and the jogo do bicho (a type of lottery) in the country. According to senators, legalization would intensify existing problems with gambling and would encourage corruption and money laundering. Still, as the current situation in the Brazil economics remains generally tough, the local authorities plan to revive the idea of legalization of casinos in Brazil. The proposal seeks to legalize gambling and will lift a ban on the gambling in th country, which was established in a 1946 law. It will also revoke sections 40

of the Law of Criminal Offenses, which establishes punishments for these practices. In terms of economics, if approved, the bill will create conditions for the attraction of up to R$70 billion in investments to the country. This estimate comes from the Federation of Hotels, Restaurants and Bars of the State of São Paulo (Fhoresp), which advocates for the regulation of the sector. According to the organization, the legalization of casinos could generate approximately 10,000 jobs, both direct and indirect, in addition to raising R$20 billion for public coffers. In accordance with the terms of the bill, only people over 18 years of age will be allowed to visit these establishments and gamble, and the government will be responsible for issuing licenses and supervising the sector. As part of the plans is also the establishment www.casinolifemagazine.com

Feature: Legislation of the National Gaming and Betting System, bringing together the Ministry of Finance, auditing bodies, and gaming operators. Casinos will only be allowed to operate in resorts or on board of ships. Gambling operators will have to pay the Gaming and Betting Inspection Fee to the Treasury every three months. Under discussion since 2022, the proposal has already been approved by the Chamber of Deputies and has received the approval of the Constitution and Justice Committee (CCJ) of the Federal Senate in June, 2024. However, soon after that, it faced resistance from the more conservative wing in the Parliament, which is delaying the final adoption. In the meantime, most of industry members believe the final adoption of the bill is an acute need. According to the Fhoresp’s, executive director, Edson Pinto, the legalization and proper regulation of casinos will not only attract substantial financial capital to Brazil, but will also boost the entire national tourism sector. “We need this legislation to expand Brazil's potential on the tourism route, attracting not only foreign visitors but also the domestic public», Pinto said. In the meantime, the Director of Games and Hospitality for the São Paulo Federation Bruno Omori, also said about the importance of legalization of casinos in the country. According to him, a number of investment funds are awaiting the approval of the law in the National Congress to begin operating in Brazil in the short and medium term. “There are already investment funds, waiting for legalization of gambling in Brazil. And I'm not just talking about Brazilian funds, but also those from abroad. The United States, China, North Korea,

Volume 22: Issue 192

Europe, and South America want to invest in Brazilian lands if casinos and bingo are legalized. This means an economic boost for the entire tourism sector. Therefore, the approval of this legislation is urgently needed,” Omori says. The new bill will establish strict rules and set a series of limits, according to the size of the population and territory. For example, one casino license will be allowed per state and the Federal District, with the exception of São Paulo, which may receive up to three establishments, and Minas Gerais, Rio de Janeiro, Amazonas, and Pará, which will each be entitled to two. Casinos will also be permitted to be installed on maritime vessels (limited to ten in the country) and on riverboats with at least 50 rooms. It is planned, at the initial stage up to 35 casino licensees will be issued with the possibility of an increase of these figures in due course. Only companies headquartered in Brazil will have the permission to act as gambling operators in the country. The operation of gambling establishments will adhere to a series of criteria. For example, minimum company capital amounts and proof of the legal origin of the funds will be required. So far, the attempts to speed consideration of the bill was blocked by the pressure from the evangelical community of Brazil, which strongly opposes the legalization of gambling. According to the Senator Irajá (one of the main supporters of gambling legalization in Brazil) legalization could take the illegal lottery (jogo do bicho) out of the hands of organized crime and generate additional state revenue in the form of taxes. If parliament approves the bill, it will still need the signature of President Luiz Inácio Lula da Silva.

Feature: Al O'Grady

Hand Signal Please Master the essential blackjack hand signals, avoid costly misunderstandings, and communicate clearly with dealers at the table. By Al O’Grady

s an experienced dealer, it is easy to assume that players know the most basic things. One should never assume because there are times when you will get a rookie at the table. They may know that whoever gets closer to 21 without going over wins, but they may not know how to get there, like asking for a card. Communication is key and if you want a card, you cannot ask for one, you must give a hand signal. Verbal cues are meaningless. You must give a hand signal if you want to take a card or stay. The signal for wanting a card (also known as “hitting”) has different variations but most, if not all, are acceptable in all casinos. The original hand signal is the scratching method. Place your hand on the table face down behind your bet. Have the knuckles slightly bent. Imagine that you were handling a mouse for your computer. Now move your fingers in unison as if you were scratching the table. This is the original hand signal for asking for a card. Volume 22: Issue 192

A different variation and a better one I think is the tap method. Just as the name implies, simply tap the table behind your bet. It flows and there is little room for ambiguity. Another version used by more experienced players is the pointing method. Again, just as the name suggests, simply take your index finger and point at your cards. If you are new to the game, I would suggest the tap method before getting too fancy at the table. Now what if you have a good hand and you do not want another card? Standing on your hand (also known as “sticking”) has two common signals. The most basic is the waving motion. With your hand three to six inches above the table, move your hand horizontally as if you were giving a karate chop. I strongly caution you not to do this over your bet especially if your hand is closer to the table. You will draw attention to yourself from the dealer and/or pit boss. Those that are very good 43

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Feature: Al O'Grady at sleight of hand magic tricks could be capping their bet. A method of adding to their bet stack as they make that horizontal motion. Don’t bring attention to yourself. Do the waving motion above the table but not directly above your bet. The other hand signal for sticking is simply the stop sign method. Just put your hand up above the table as if you were a traffic cop and you were stopping oncoming traffic. Both hand signals work fine for me; however, some casinos might be sticklers and would request the player use the waving motion. This will depend on the casino you go to. Now what would do if you had an 11 or a pair and wanted to double down or split? There is no official hand signal for either of these actions. In this case, the chips do the talking. Let’s say you have a ten or eleven and you want to double down. Simply place an equal bet beside the original bet. No further hand signal is required. The dealer knows you are doubling down and will give you one card. The same is true with pairs. For example, if you have a pair of 8’s or aces, again, simply put an equal amount next to your original bet. The dealer will know you want to split and will act accordingly. There is no official hand signal for splitting but I have seen players get creative to signify a split. I have seen the reverse clapping method where the player puts his two hands together and pulls them apart as if he was clapping in reverse. I have also seen a player extend his index and pinky fingers behind his bet signifying a split. While

these motions imply splitting, they are not official signals and not required. In both cases for splitting and doubling down, the chips do the talking. Here is an interesting anomaly. What if the player verbally said hit, but gave the stick signal? What would the dealer do? Hand signals take precedence. The dealer would take the stick signal and disregard anything that was said, so be careful There is an exception to every rule. Earlier I said that verbal cues are meaningless, and that is true except in this case. Let’s assume you are dealt a pair of 4’s and the dealer has a six as his up card. If the player puts an equal wager next to the original bet, are they splitting or doubling down? The dealer will ask the player for clarification and the verbal cue will be acted on. It is unlikely the dealer will ask for clarification if the player has been dealt a pair of 5’s. Primarily because you do not split 5’s. You would play the hand as if you have ten and you would double down if the Volume 22: Issue 192

Al O'Grady

situation presented itself. However, the dealer would

ask for clarification if the player was a novice or was playing erratically. The novice player may be asking, why hand signals? There are several reasons for the hand signal. Casinos in Las Vegas are international in scope. They get players from all over the world and there could be a language barrier. The hand signal takes care of that problem. But the main reason is to take away any potential miscommunication between the player and dealer. If the instructions were only verbal, the player could argue after the hand was played that he did not stick but wanted to hit. There is no recourse for the dealer nor casino. By having hand signals and video cameras, this avoids any potential arguments after the fact. Remember if you are playing for the first time, hand signals are required and take precedence over what you say. Good luck at the tables and don’t forget to tip the dealer. 45

Feature: DR Gaming Technology

DRGT™ at G2E 2026

DRGT™ shines with player-first technology at G2E Las Vegas

New Bingo raffle game attracts attention as DR Gaming Technology™ builds on continued growth and expands its technology offering

R Gaming Technology™ (DRGT™) returned to Booth 4405 at The Venetian Expo for the 2026 edition of G2E Las Vegas, under the leadership of newly promoted Chief Executive Officer: Koen De Wispelaere. De Wispelaere, the Company’s former Chief Financial Officer, has been with DRGT™ since 2015, and took over the primary leadership mantle from Marco Herrera at the end of September. “I’ve attended every G2E since joining the Company just over a decade ago, but 2026 did feel a little different, I must be honest. I guess when the buck stops with you, you do need to assess and pursue everything a little differently. That said, I work with a talented bunch of people, so a good showing was never in doubt. We had a great booth, and some very positive engagements – I’m a proud and happy man” When asked about what drew the most interest from visitors De Wispelaere said: “...without a doubt our new Bingo raffe game”. 46

Developed initially for DRGT™ customers in Mexico, the game was showcased primarily to that market but quickly attracted interest from operators across other jurisdictions at the Expo too. “The game uses our system-based raffle technology, but instead of issuing players a raffle ticket they get issued dedicated Bingo cards” said DRGT™s Managing Director: Mexico, Alfredo Moreno. “These cards can then be printed out at our drPlayerKiosk or digital versions stored on players’ loyalty profiles.” “It works much like a bonus game. Operators determine the qualifying criteria for earning a Bingo card, when the earning period starts and ends, when the actual game is played, and whether players need to remain in the casino to qualify for a win. It’s an interactive experience, with the ‘ball drop’ displayed across selected or all casino screens, as well as our drScreenUltra player interface units, accompanied by pre-recorded audio. www.casinolifemagazine.com

Feature: DR Gaming Technology

Koen De Wispelaere, Chief Executive Officer, DR Gaming Technology™

The Mexican market is responding very positively, and following G2E, I have no doubt that operators in other countries will see the potential too.” Co-founder, and Group Executive Chairman, Jurgen De Munck agreed: “Our Bingo raffle game really did work a treat. I spend a lot of time in Mexico; we have three Infiniti Casinos there now (in addition to the two in Belgium and two in France) and realised that as this was a game the local market loved we had to find a way to include it in our marketing arsenal. I am very pleased with the final product, and more importantly both our live-tested feedback, and the interest from visitors to G2E.” Following significant growth in 2025, demand continues for DRGT™s casino management systems and jackpot solutions, alongside its growing portfolio of NextGen applications, and ‘Player-First’ marketing tools; these include its media manager, bonus games, player info kiosk, drCARM cash dispensing kiosk and updated ‘all-in-one’ rewards module that now allows operators to configure the Company’s system-driven jackpots and promotions in a single application. The Group’s continued expansion is reflected in a series of recent installations and project extensions. In September, DRGT™ installed its casino management systems and jackpot solution across a further three Merit casinos in the Turkish Republic of Northern Cyprus (TRNC), connecting almost 2,000 additional devices in just 20 days. The Company also completed its first Merit installation outside the TRNC, at Merit Splendid in Montenegro Volume 22: Issue 192

There were also installs of just over 300 connected devices for Grand Casino Prilly in Switzerland, the Company’s first installation for Groupe Cogit at their soon to be opened Le Casinos de Cayenne in French Guiana, as well as it’s Sister Infiniti Casino Berck-suMer in France in July. The Company also extended its relationship with Efbet in Bulgaria to in excess of 2,500 connected devices, in so doing crossing the 60-location threshold. Having worked closely with De Munck during his tenure as CEO, and more recently alongside him in the Group’s Infiniti Casino operations, De Wispelaere has been afforded the enviable opportunity to experience ‘first hand’ what operators and their players need, and as a result, what service providers should deliver. “When I was appointed I already knew what was expected of me and understood and fully believed in the strategy: deliver scalable, intelligent, and playerfocused technology that helps operators unlock value while keeping the experience seamless and engaging. We showed that in Vegas, and I am convinced that with Jurgen and the rest of my colleagues help we will continue to expand on that”. Not wanting to divulge too much both De Munck and De Wispelaere were tight-lipped as to ‘what’s next’ but confirmed that a number of ideas were on the boil. The Company’s next big showing will be at ICE in January 2027, and there’s no doubt that visitors to the Fira Barcelona Gran Via can expect further ‘Player-First’ developments designed to enhance both the player experience and operator value.

drPlayerKiosk Bingo Card Printout 47

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Feature: Raymond Chan

The Timeless Steve Jobs Playbook How powerful storytelling transforms complex ideas into simple, compelling narratives that audiences understand, remember and act upon. By Raymond Chan

pple’s recent appointment of a new CEO has once again turned industry attention to the company’s product launch strategy. While Apple’s contemporary keynote events remain highly polished and meticulously produced, many business and communications professionals still revisit the archived presentations of Steve Jobs. Among his many contributions to Apple’s success, his most enduring legacy lies in his unparalleled mastery of presentation storytelling – a framework that remains highly relevant for leaders, innovators and communicators decades later. Volume 22: Issue 192

Storytelling Built Around Conflict and Resolution

The core of Jobs’ presentation methodology follows a proven narrative structure: define the adversary or existing pain point, introduce transformative technology that addresses the limitation, and illustrate the improved future state enabled by the innovation. The original iPhone launch stands as the quintessential demonstration of this approach. At that time, smartphones were constrained by fixed physical keyboards. These rigid plastic keypads permanently occupied valuable display real estate and could not adapt to different user tasks. Jobs 49

Feature: Raymond Chan framed this static hardware as the central problem. He then introduced multitouch technology, a dynamic interface that appears only when required and recedes when unused. This innovation eliminated the inherent limitations of mechanical keyboards and unlocked entirely new ways for users to interact with mobile devices. The audience did not merely learn about new hardware specifications; they comprehended the realworld problem being solved. This refined instinct for narrative construction was not developed solely within Apple. Jobs applied same skills and played a pivotal role in the founding and growth of Pixar Animation Studios, the creator of Toy Story, widely regarded as one of the most influential animated feature films of all time. Just as a successful motion picture relies on conflict, protagonist and resolution, Jobs built every product announcement as a cohesive narrative journey, designed to engage audiences on both rational and emotional levels.

takeaway. Most presenters front-load all their key highlights, leaving the audience with no standout closing moment. Jobs understood that strategic surprise shapes long-term recall.

Conclusion

The Timeless Steve Jobs Playbook is not limited to technology executives. These principles apply to boardroom pitches, investor briefings and leadership presentations. Frame your narrative around a clear challenge. Translate technical details into accessible analogies. Leverage visual demonstrations to reinforce your message. And carefully curate your closing to leave a lasting impression. These are the enduring lessons from one of history’s most effective communicators.

Translate Complexity Into Relatable Visual Stories Another defining strength of Jobs’ communication style was his ability to translate complex technical metrics into intuitive, relatable references. He deliberately avoided dense jargon and abstract engineering figures, instead grounding product capabilities in familiar everyday objects. When introducing the iPod, rather than emphasising its 5-gigabyte storage capacity, he framed its value as

“1,000 songs in your pocket.” This simple statement made storage capacity instantly meaningful to non-technical audiences. One of his most iconic demonstrations occurred during the MacBook Air launch: instead of quoting thickness measurements, he removed the laptop from a standard manila envelope, a visual demonstration that conveyed its ultra-slim profile far more powerfully than any numerical specification. He similarly used the visual of a floppy disk fitting into a shirt pocket to illustrate portability, turning abstract size parameters into something immediately perceivable. Jobs’ signature closing device, the “One last thing” reveal, also forms a key component of this playbook. Far more than a theatrical flourish, this technique was a carefully calibrated communications strategy. By reserving a major announcement for the conclusion, he sustained audience engagement throughout the presentation and created a lasting, memorable 50

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

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A highly regarded team of Internationally experienced journalists, all of whom have a wealth of knowledge in online and land-based gaming involving, legislation, e-commerce, responsible gambling along with the latest online operating systems and solutions. www.sportsbettingoperator.com

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