“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.

David Rohn was born in Durango, Colorado and grew up in Champaign, Illinois. He attended Parkland College, the University of Illinois and Wichita State University before starting in the arcade industry in 1980 with the Lemans Family Fun Centers. Rohn entered the gaming industry by assisting with the preopening of the Colorado Grande and eventually became a slot manager at that property. He later moved to Johnny Nolon’s Casino to become assistant general manager. Rohn resumed his slot career at Konocti Vista Casino in California for a short period of time before going to the Midnight Rose Hotel & Casino as a slot floor worker. Rohn currently holds the position of director of slot operations at the Wildhorse Resort & Casino in Pendleton, Oregon. The interview with Rohn begins with his discussion of his work in arcades and his eventual work in slots along with those duties at the various properties. Rohn describes what he believes makes a good slot manager, specifically when considering customers and employees. He then provides his philosophy on what he believes customers are looking for in casinos, and he describes his approach to laying out a slot floor. Rohn discusses his relationship and interaction with vendors for getting slot machines to the floor, and he also mentions how the slot department works with other areas of the casino. He goes on to discuss how slot operations have changed over time, particularly through ticket-in ticket-out and the use of free play. He then provides his outlook on what the future of the slot industry will look like, specifically in skill-based gaming and downloadable games. The interview concludes with Rohn’s discussion of his personal gambling as it relates to being a good slot manager, and he provides advice to young people who want to go into the slot industry.

As she ponders a possible run for Nevada State Governor in 2018, former Nevada State Assemblywoman and current Clark County Commissioner Chris Giunchigliani recalls her first vacation to Las Vegas in summer of 1978 with some girlfriends from Johnson County, Kansas. After visiting the Special Education department at UNLV, Chris decided to stay. In this interview, the special education teacher talks of her experiences finding an apartment, enrolling in the Master’s in Education program at UNLV, tending bar, finding a teaching job, and entering union politics, where she met future husband Gary Gray. Chris also discusses campaigning for the Nevada State Assembly, where she served 1991 to 2006, and for Clark County Commission, where she began representing District E in 2006 and is now serving her third and final term. She speaks to the politics of a publicly funded stadium for professional football; she describes plans for the revitalization of the Maryland Parkway corridor, and she ruminates on the UNLV Medical School and the breakup of the Clark County School District, currently the sixth largest school district in the United States. She also shares her thoughts on her future political plans—but not entirely.

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.

Aaron Rosenthal grew up in Las Vegas and graduated from the University of Nevada, Las Vegas with a degree in finance. He started in the gaming industry at The Mirage in 1997 by going through the Management Associate Program and working as a slot operations analyst. He then moved to the Beau Rivage in 2000 into the role of database marketing manager and eventually into the position of director of slot marketing. In 2002, he became director of loyalty programs on the corporate side of MGM Mirage before going to Treasure Island as vice president of slot operations and marketing in 2003 and eventually back to The Mirage into that same role in 2005. Rosenthal eventually joined Penn National Gaming where he held the positions of vice president of marketing at Hollywood Casino at Charles Town Races in 2009 and assistant general manager of Hollywood Casino at Kansas Speedway in 2011. He returned to Las Vegas to become vice president and general manager of Cannery Casino Resorts in 2013 and traveled to Missouri to hold that same position at the Argosy Casino & Hotel in 2014. Rosenthal is currently the vice president and general manager of Tropicana Las Vegas. The interview with Rosenthal begins with his discussion of his start in the slot industry and the various slot operations and marketing roles he held with MGM Mirage/MGM Resorts. This discussion also involves his experiences in dealing with slot vendors and his philosophy on laying out a slot floor. Rosenthal also describes his experiences and duties as assistant general manager and general manager at various properties. He provides his opinion on what makes both good and bad slot managers, his perspective on what he believes customers are looking for in playing slots, how slot management has changed over time, and what the future of slots will hold. The interview concludes with Rosenthal’s discussion on his personal gambling preferences as well as his advice to young people who want to go into the slot industry.