Casino Operations Management & Independent Strategic Consultancy for Casino Owners and Casino Managers

Most casinos do not underperform because of poor locations or a lack of players. They underperform because critical decisions are made using incomplete, misunderstood, or unchallenged information.

For the casino owner or General Manager, the gap between data and insight is where profit quietly leaks.

I bridge that gap.

This is the most critical question you should ask.

Most consultants are retired. They rely on strategies that worked ten years ago. But the industry has changed. Regulation is tighter. Player demographics have shifted. Technology moves faster.

I am not retired. I am currently active.

I serve as a senior executive in a full-time capacity for a major operator. I face the same regulatory hurdles, staffing challenges, and competitive pressures you do—every single day.

My advice isn’t theoretical. With a career starting on the floor in 1990, I have launched 15 casinos in 10 countries and currently lead slot operations for a major group. My strategies are battle-tested in real-time.

Because of my full-time role, I am highly selective. I do not take on long-term interim management contracts. instead, I accept a limited number of advisory retainers and audit projects per year.

This arrangement ensures two things:

Relevance: You get advice that works in the current market.

Focus: I am not trying to upsell you. I am there to solve a specific problem, deliver the solution, and let you get back to work.

Schedule a Confidential Discussion

If you are a casino owner, investor, or General Manager looking for an unbiased perspective on your operation, let’s have a conversation.

No sales pitch. No obligation. Just a direct discussion about your floor, your data, and your goals.

The gaming industry is filled with vendors trying to sell you the next “game-changer.” New cabinets, new systems, new tracking software.

But adding more technology to a flawed operation is just an expensive way to remain inefficient.

My approach is different. I do not sell hardware. I do not recruit staff. I do not have a quota to fill.

I provide unbiased, independent operational oversight.

I act as the “second opinion” for owners who suspect their floor could perform better but can’t pinpoint why. I validate the strategies of General Managers who need data to back up their instincts. I audit processes that have become lazy over time.

You receive the unvarnished truth about your operation—backed by 30+ years of floor experience—so you can stop guessing and start optimizing.

Trust is essential, but internal controls are mandatory.

Over time, even the best casino operations develop blind spots. Procedures get skipped “just this once,” and suddenly it becomes the norm. Variances are explained away as “bad luck.”

I conduct deep-dive Operational Audits designed to stress-test your business.

This is not a financial audit of your balance sheet. This is a forensic review of your actions.

• Are your opening and closing procedures secure?

• Is your marketing spend actually driving incremental play, or just subsidizing existing players?

• Are your internal controls slowing down the game speed unnecessarily?

I identify the friction points that frustrate players and the control gaps that tempt fraudsters.

The most expensive mistakes in a casino’s life cycle happen before the doors even open.

Architects understand aesthetics; they rarely understand the flow of a drop team or the surveillance requirements of a high-limit room. IT vendors understand servers; they rarely understand how a pit boss actually uses a table management system.

I serve as the Owner’s Representative during the development phase.

I sit on your side of the table during vendor negotiations. I review the layout for operational risks. I ensure your tech stack is integrated, scalable, and actually useful.

By engaging an operational expert during the blueprint phase, you avoid the “change orders” and retrofits that kill budgets later.

Your slot floor is an ecosystem, not a warehouse.

Many operators treat their floor like a storage facility for leased machines, hoping the product mix alone will drive revenue. This is a mistake. A optimized floor is built on utilization logic, not just game popularity.

I help operators move beyond basic “Win per Unit” reports. We dive into:

• Yield Management: Adjusting denomination mixes and hold percentages based on actual player behavior, not factory defaults.

• Floor Topology: Configuring traffic flow to maximize time-on-device without frustrating the player.

• Life-Cycle Analysis: Identifying exactly when a machine shifts from an asset to a liability, so you aren’t paying participation fees on dead weight.

The result is a floor that feels better to the player and performs harder for the house.