“So my board basically said, ‘Yes, you can start that community [Summerlin] out there, but you will have to raise the money to do it.’” Thus began John Goolsby’s adventure in master planning and developing Howard Hughes’s 25,000 acres of raw Clark County land. In 1980, four years after Hughes died intestate, Hughes’s Summa Corporation hired Goolsby, a San Antonio, Texas, accountant and real estate professional. His task was to manage Hughes’s extensive portfolio of real estate, the value of which was tied to and dependent on Southern Nevada’s continued economic growth. In this interview, Goolsby and his wife, Judy, recall their first impressions of Southern Nevada’s neighborhoods and schools; share their experiences of building two custom homes—one in Green Valley and one in Summerlin; and Judy describes her early meetings with John’s boss (and Summa’s president and Howard Hughes’s cousin), the genteel William R. Lummis: “I was scared to death of the man. I had never been exposed to anybody like him.” Hughes’s acreage to the West of Las Vegas offered Goolsby the unique opportunity to master plan and build an entire new community from the ground up. He assembled a team that spent two years visiting, researching, and questioning why some master-planned communities succeeded and others did not. They eventually evolved a strategy that included “good schools, good parks, open space, community activities, all the things that Summerlin has today.” They began planning in 1983 and broke ground in 1989. Goolsby’s tenure with Summa reveals larger trends in corporate restructuring in the 1990s through the real estate collapse of 2009. Corporate name changes tell the story: in 1980 Goolsby was hired by Summa Corporation as vice president for real estate; in 1988 the board named him president and in 1990 president and CEO. In 1994 Summa renamed itself The Howard Hughes Corporation. Hughes Corporation was acquired in 1996 by the Rouse Company, although Rouse maintained Summerlin as a separate economic entity with an earn-out agreement. Goolsby retired from Rouse in 1998, but he continued to help manage the earn-out agreement to insure that the Hughes owners received all they were entitled to. In 2004, General Growth Properties purchased Rouse, but a 2009 GGP bankruptcy ended the earn-out agreement. Since 2011, Summerlin has been owned by a GGP spinoff named—ironically—the Howard Hughes Corporation.

Robert Ambrose started in the gaming industry as a slot attendant at the Tropicana Atlantic City in 1985. After three years in that role, Ambrose was promoted to supervisor, a position he held for an additional five years before being promoted again to shift manager at the same property. He would eventually move into the position of executive director of slots and marketing operations which he held until he left the Tropicana in 2007. Ambrose went on to write for Casino Enterprise Management before helping to build and open Indiana Live! in Indiana. He later joined Drexel University to assist in building their gaming program and training lab. Ambrose is currently an instructor in the Center for Hospitality & Sport Management at Drexel and also writes for Casino Life magazine. The interview with Ambrose begins with his discussion of the various roles and duties of the different positions he held at Tropicana Atlantic City. He mentions some of the mentors he has had throughout his career and some of the important skills and approaches in slot management that they taught him. Ambrose then describes what he believes are the qualities of both good and bad slot managers before explaining his philosophy on what makes a good slot floor as well. He also provides details of his experience in building and opening a casino with the late Dennis Gomes and Cordish Gaming. He then discusses his experiences and interactions with slot vendors before describing how he believes slot operations has changed since he started in the industry, specifically considering changes in technology and the use of free play. Ambrose provides his opinion on the future of slots, particularly with skill-based gaming and eSports, and he answers the question of whether he gambles. Ambrose finalizes the interview by providing his advice to young people who want to eventually work in the slot industry.

Steve Keener was born in Bridgeton, New Jersey and received his bachelor’s degree in finance at Stockton University. With a background in electronics from his service in the military, Keener started in the gaming industry as a slot technician at Tropicana Atlantic City in 1981 where he worked on and conducted preventative maintenance on some of the early stepper slot machines. He would eventually promote to the positions of lead technician and slot technical manager before moving to Dover Downs Hotel & Casino in Delaware in 1997 where he is now assistant vice president of casino operations. The interview with Steve Keener begins with his discussion of his background in the slot positions at both properties. Keener also discusses dealing with customers, what customers are looking for in casinos, and which qualities make good and bad slot managers. He later discusses what makes a good slot floor, particularly when considering denomination and type of slot machine, and he also describes the process of working with vendors to get those machines onto the floor. Keener later discusses the biggest changes in the gaming industry, specifically the expansion of video over stepper, server-based gaming, and the increase in riverboat gaming. He also mentions the role of free play in slots and provides his opinion on what he believes the future of slots will look like with skill-based and 3D gaming being introduced into slot machines. The interview concludes with Keener’s answer to the question of whether he gambles, and he provides his advice to young people who want to get into slot operations as a career.

William Morgan was born in Kansas City, Missouri and moved to Las Vegas with his family in 1969. Morgan entered the slot industry early by becoming an instructor at his father’s gaming school which provided instruction on slot and arcade repair and maintenance. His start in the gaming industry was in 1989 when he became a slot technician at the Imperial Palace. Morgan would later move to the MGM Grand as a journeyman slot technician in 1993 and eventually to the Stratosphere in 1996 as shift lead slot technician. Shortly thereafter, Morgan moved to Tunica, Mississippi to become director of slot technical and arcade at Grand Casino Tunica. After moving back to Las Vegas, Morgan became a lead slot technician at New York-New York as it was opening as well. After going back to Grand Casino Tunica for a short period of time, Morgan returned to MGM Grand and eventually back to New York-New York where he was able to promote to slot technical manager. He then moved to the Aladdin to also become slot technical manager where he stayed until 2004. He held the same position at the Lady Luck and later helped to develop The Plaza in Downtown Las Vegas. In 2005, Morgan began working for AC Coin & Slot as western regional service manager and was later promoted to national service manager in 2011. He worked at AC Coin & Slot until it closed in 2013. The interview with Morgan starts with his discussion of his background in slot repair and management, including his experiences in opening several properties. He goes on to give his opinions on which qualities make good slot managers and then discusses his approaches to both laying out a slot floor and interacting with customers. Morgan then describes how slot machines have changed since he started in the industry. The future of slot machines is also mentioned, particularly how the use of Wi-Fi technology could change the way games are played. The interview finalizes with Morgan’s advice to those who wish to go into the slot industry.

Juan Saa entered the gaming industry in information technology at Isle Casino Racing Pompano Park in Pompano Beach, Florida in 2006. Saa would later transition into performance manager and director of slot operations at two properties in Black Hawk, Colorado: Isle Casino Hotel Black Hawk and Lady Luck Casino Hotel Black Hawk. The interview begins with Saa’s discussion of his start in the technical side and his eventual move into an operational role in the casino industry. He talks about his experience as a director, specifically the responsibilities involved and the type of staff being supervised. Saa goes on to describe how both mentors and training have helped him to progress in his career. Saa also describes the differences in the technical and performance aspects of the industry, and he then provides his philosophy on what makes both a good and bad slot manager. Saa later discusses the importance in communicating with other departments in the casino, such as marketing and food & beverage, and he also provides his thoughts on what customers are looking for on the slot floor. He then describes what he believes are the biggest changes in the slot industry, specifically with TITO and slot analysis. The interview continues with Saa’s description of his interaction with vendors in bringing new games to the slot floor, and he describes his philosophy on how a slot floor should be laid out. He goes on to discuss what he believes the future of the slot floor will look like, specifically regarding skill-based games, and he describes his personal gambling. The interview finalizes with Saa’s advice to young people who want to go into the slot operations as a career.

Zach Mossman graduated from the University of Nevada, Las Vegas and started in the gaming industry in the marketing department at the Treasure Island. From there, Mossman assisted in the opening of the ARIA in 2009 as a slot analyst before going to the Cosmopolitan of Las Vegas in 2010 to become a slot performance manager and eventually director of slot operations. He would eventually work for International Game Technology (IGT) before going to the Baha Mar in the Bahamas to become director of slot operations. Mossman currently works for Scientific Games as director of product management, overseeing the game theme content, schedule, and production for the company’s slot platforms and product. The interview with Zach Mossman begins with his discussion of his career progression through several Strip properties and companies in both the operational and manufacturing side of the slot industry. Mossman then explains what drew him to slot operations and goes on to describe the process of dealing with slot vendors. He then provides his philosophy on which qualities make both good and bad slot managers, particularly when dealing with employee teams and casino guests. The interview then shifts to a discussion on what guests want when playing slots and a following discussion on the importance of time on device. Mossman also describes how the slot department works with other casino departments and then explains how both free play and ticket-in, ticket-out have changed slot machines over time. He later provides his views on what the future of the slot industry will look like and then describes his personal extent of gambling. The interview concludes with his advice to young people who want to go into slot operations as a career.

"There's nothing really authentic here. I'm kind of tired of the buffet already." In the early 1990s, Henry Hwang, recent emigrant from Taiwan, listened as his Los Angeles neighbors returned from gambling trips to Las Vegas and complained that they could find no good Chinese restaurants in the Entertainment Capital of the World. They continued to visit Las Vegas, but after two or three days they grew tired of buffet dining and searched in vain for a place to enjoy a good Chinese meal. Having been a businessman in Taiwan, Hwang recognized an opportunity. He envisioned creating a space in Las Vegas that would serve tourists and the local Asian population alike. It would have not only good Chinese restaurants, but it would also have top-brand Asian supermarkets. With his wife and two partners, Hwang set about to realize his vision. In this interview, Henry and his daughter, Sharon Hwang, talk about their lives in Taiwan and beginning anew in Las Vegas. They talk about Henry’s search for the right parcel in a good location and about working with the architect to create a center true to Tang dynasty architecture and symbolism. They also share the story of the Journey to the West as the cultural strength of the center and have held annual Chinese New Year celebrations to teach Chinese culture for 23 years. The elements of location, architecture, and culture combined to grow Chinatown Mall beyond Henry’s original idea and inspired other Asian businesses to locate nearby. West Spring Mountain Road became a bustling pan-Asian district that caters to many local and tourist communities as well as to Las Vegas’s hospitality industry. In 1996 Clark County officially designated the area as Chinatown District, and in 1999, Nevada Governor Kenny Guinn officially named as Chinatown the three-mile stretch of Spring Mountain Road from Las Vegas Boulevard to Rainbow Boulevard. Henry also shares his reasons for leaving Taiwan and pursuing life in Las Vegas. He, his wife, and one of the original partners still own Chinatown Mall, but Henry has ceded its operation to Sharon, who oversees and nurtures the Mall’s cultural and financial pillars equally. Sharon talks about the difficulty of entering Durango High School as a new immigrant and her wonderment at the give-and-take of classroom discussions. A member of Durango’s first graduating class, she recalls her time at the University of Nevada, Las Vegas (UNLV), where she earned her B.A. degree in business administration in 1999. Sharon is proud of her father and mentor—his innovative thinking, business vision, and strong work ethic—and she is delighted to call Las Vegas home.