Not many sixteen-year-olds assume the roles of father and mother to three younger siblings (one an infant), graduate from high school on time, and earn a full-ride scholarship (plus a loan) to a prestigious university. One such sixteen-year-old was Washington, D.C., native DeRuyter O. Butler, Executive Vice President of Architecture, Butler/Ashworth Architects, Ltd., LLC, and formerly Executive Vice President, Architecture, of Wynn Design & Development, LLC, and Director of Architecture, Atlandia Design & Furnishings, Inc. Determined to do right on behalf of his siblings and himself, Butler recruited his grandmother and enrolled in Catholic University, earning his B.S. in Architecture in 1977 while working overtime at the U.S. Post Office, buying a house in Maryland, and supporting his family. His first professional job in Philadelphia required him to rethink his living arrangements. Partnering with his sister, who assumed childcare duties during the week in Maryland, Butler lived in New Jersey during the week and commuted to Maryland on the weekends. After four years in that position and a short stint of being unemployed, in 1982 he became a draftsperson for Steve Wynn's Atlandia Design in Atlantic City. After he had worked with architects Joel Bergman and Paul Steelman in Atlantic City for four years, Wynn moved Atlandia Design to Las Vegas. Butler followed in 1986, bringing with him his grandmother and his youngest brother. In this interview, Butler discusses his unusual career path; the challenges of responding to and anticipating entertainment and recreation market trends; Wynn's insistence on always striving for "better"; and the importance of concealing service infrastructure in order to create the ultimate guest experience. He emphasizes Wynn's leadership in the gaming industry and with Clark County and the City of Las Vegas. He speaks to lessons learned from designing The Mirage, Bellagio, the Wynn, Wynn Palace, and Encore. Finally, he describes real-world limitations to building such as drought and historic water rights; traffic patterns, ride-hailing companies, and parking restrictions, and flight patterns and building heights.

With so much emphasis put on the growth of Las Vegas and Henderson over the past thirty years, we often forget about the development of the others cities in the Valley. Expansive growth in Southern Nevada in the mid-twentieth century shows the region being one of the last bastions of agricultural existence, and Tim Hafen has been a major player in the development of the city of Pahrump. Born in St. George, Utah, and raised in Mesquite, Nevada, he graduated from Virgin Valley High School and attended Dixie College. Before the Bureau of Land Management (BLM) was called as such, his father introduced him to the working of the land through dairy and hay farming, where a young Tim decided he would never milk a cow again. His rejection of cow milking didn’t deter him from following the influence of his father after he married his wife, Eleanor, in 1951 and moved to Pahrump to become a cotton farmer. At that time, there were only 150 people in the area with a third of the population being from the Paiute tribe. Once the city was incorporated in 1964, he founded the Pahrump Valley Utility Company to get electricity to the area along with Amargosa Valley. Top crops at the time included cotton, alfalfa as well as wheat that were picked by Mexican farm laborers used under a yearlong contract with the Bracero program. vi In this interview, Hafen shares how he began his career in politics from getting called for grand jury in 1963. From 1966–1974, he was a member of the legislature, where he served two terms in the Old Capital building and held various positions such as Chairman of the State Board of Agriculture for twelve years and President of the Nevada Farm Bureau. He was speaker pro tem and Chairman of the taxation committee and decided to call it quits because of the Nixon scandal. Between 1974 and 1975 Hafen ended his political career, which he did before brothels began to come to the area later in the decade. In 1982, in the wake of the gasoline crisis, Hafen, like other Pahrump cotton farmers, could not afford to continue farming; he decided to shift from farming to development. His first development done was Cottonwoods at Hafen Ranch, which was on 160 acres of alluvial fan, non-farmable land; in 2000 he opened his second subdivision, Artesia at Hafen Ranch.

Mike Montandon, former Arizonan and former three-term mayor of the City of North Las Vegas (1997-2009), is a natural storyteller. As he recalls municipal governance during a period of record-breaking growth, he talks of forming relationships with developers, legislators, and other municipalities; he speaks to land use, open space, parks, trails, conservation and the Bureau of Land Management (BLM) and Southern Nevada Public Lands Management Act (SNPLMA). He shares histories and stories of the Becker family's role in developing Clark County, of the Combs family's North Las Vegas pig farm; of the drama that routinely characterized BLM land auctions, and of why North Las Vegas spent millions of dollars to build its own sewage treatment plant. The guy who never ran for office in high school or college moved to North Las Vegas in 1992 and four years later was elected as mayor of one of the nation's fastest-growing cities. He ran because he realized the City was populated with people just l

Craig Palacios was born on November 1, 1971 and grew up in the Paradise Palms neighborhood in Las Vegas, Nevada. His family lived close to him and he remembers playing with his relatives up and down the Maryland Parkway Corridor. His first job was in construction where he poured and finished concrete. His talents for design became apparent and he began a new job as a swimming pool designer. Craig’s first company was a concrete company, but he later had to close its doors. After that, Craig decided to attend college and graduated with degrees in Architecture and Art History from UNLV in 2005. He worked for YWS Architecture for a few years before opening his own studio in 2011. Since then, BunnyFish Studio has worked on the Downtown Project and the Maryland Parkway Project.

Minnesotan Don Laughlin landed far from the land of (more than) 10,000 lakes. His office 90 miles south of Las Vegas in the eponymous town of Laughlin commands an unimpeded view of a very different landscape from that of his youth. Here, where the Colorado River flows south through one of its narrowest channels, Laughlin arrived in about 1966 and purchased what would become the Riverside Resort Hotel and Casino. The endeavor was so successful that the then-settlement of 10 to 15 people at that tiny spot on the river grew to be an unincorporated town housing more than 7,000 people in 2010. Today, Laughlin the man continues to promote and support Laughlin the town via flood control projects and infrastructure development. In this interview, Laughlin sits amid the antique slot machines in his office and enjoys the view as he recalls his childhood on the family farm in southern Minnesota, and talks about leaving the farm in the late 1940s for nearby Owatonna to do watchmaking and watch repairing while simultaneously running a slot machine and pinball parlor. After visiting Las Vegas on vacation, he arrived permanently in 1952 and bartended at the Thunderbird Hotel until he bought his own bar and restaurant in Downtown Las Vegas, which he named Laughlin’s Made Right Café. After selling the café, he bought the 101 Club in North Las Vegas. He began searching for a casino for a casino to buy, seeking only those located on the border of a state that did not allow gambling. When he found the small hotel/casino on the Colorado River he purchased it. He talks of building an airstrip across the street and making daily trips to Las Vegas to buy groceries, beer, and toilet paper-essentially, everything one would need to run a hotel, restaurant, and casino-sometimes making three trips in one day. He continues to own and manage his hotel/casino at the age of 85, and he is in his office every day, all day, seven days a week. He gave up flying last year because he claims he’s too old to pilot his own aircraft. So is especially advantageous that the town that bears his name can now supply almost everything that he and the Riverside Resort Hotel and Casino need.

Ron Lurie is a product of Las Vegas. Ron Lurie knows Las Vegas. The Los Angeles native arrived in Las Vegas with his parents when he was twelve years old; his father opened Market Town next to White Cross Drug Store. Lurie graduated from Las Vegas High School in 1958 and attended Nevada Southern, where he played baseball and basketball before joining the United States Army Reserves. Returning from training, he began working at a new store, Fantastic Fair. Soon the owner, builder Lloyd Whaley, asked him to manage a new Fantastic Fair. At 24 years of age, he managed the entire Fantastic Fair store, which later became Wonder World. Over time, Lurie would manage three of the four Wonder World stores. In this interview, the former mayor of the City of Las Vegas and former Las Vegas City Council member talks about running for City council because he wanted more parks and ball fields downtown and about his political career, which coincided with the years of explosive growth in the 1970s and 1980s. The current vice president and general manager of Arizona Charlie's also v discusses his careers in the grocery business and in gaming; he speaks to giving back to the community and the changing demography of the area surrounding Arizona Charlie's; he talks of the ways Steve Wynn pioneered an aura of glamour that helped to upgrade Downtown Las Vegas; he recalls the challenges of public safety, regional transportation, flood control, and the Monorail and of civic dreams of a magnetic levitation train that would connect Downtown Las Vegas to Cashman Field. He remembers his parents and his wife; he talks about his children, and he shares vignettes of, among many others, Ernie Becker IV, Bill Briare, Al Levy, Steve Miller, and Bob Stupak. Throughout, Mayor Lurie especially beams when he talks about his family, his friends, his work, Las Vegas, the Boys and Girls Clubs, and baseball. This man loves baseball.

For nearly two decades between 1950 and 1970, only one dentist of Jewish ancestry was known to be licensed to practice in Nevada. That was Dr. Joe Chenin. Finally, in 1971, the steadfast and easy mannered Dr. David R. Wasserman (1944 - ) broke through the barrier to become the second Jewish dentist serving the Las Vegas community. Over the following years, Dr. Wasserman built a sizeable following and immersed himself in the Jewish community of Las Vegas. Among his achievements is his participation and leadership in the formation of Las Vegas’ first Reform Jewish synagogue, Congregation Ner Tamid. He also would be active in the Jewish Federation. In 1992, as the HIV-AIDS epidemic affected dental offices throughout the nation, Dr. Wasserman saw an opportunity to get ahead of the infection. With the help of his wife Juanita Davis-Wasserman and his father-in-law Warren Davis, he developed, patented, manufactured and distributed a disposable tip for a treatment instrument commonly found in dental offices called a tri-syringe. This disposable tip brought sanitary options and great financial fortune to Dr. Wasserman and his family. In this oral history, Dr. Wasserman reflects on his joy of living in Las Vegas. He is a highly regarded dentist and leader in the Jewish community.