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.

Yorgo Kagafas is a self-described "urban guy." He became an Urban Planner for the City of Las Vegas in 1999. A farm boy from Ohio, he was educated at The Ohio State University, served in the US Navy and earned a M.A. in Environmental Planning from Arizona State University. He came to Las Vegas with a successful grassroots experience from living in a historic Phoenix neighborhood. His unique background complemented his new job which was to implement the Neighborhood Planning Process, a proactive system for Las Vegas communities to express their neighborhood desires prior to a developer coming in with their own agenda. In this interview he explains the criteria that must be met in this process. By coincidence, Yorgo moved into the John S. Park Neighborhood. He was attracted to its central location, intact residential neighborhood, and homes with character at affordable prices. While walking his dog one day, he met neighborhood leader, Bob Bellis, and became aware of neighborhood activism that could use his expertise. Yorgo points out that the good-old-boy mentality that still existed in Las Vegas was a potential obstacle. However he, Bob, and others were able to rally the homeowners and became a textbook example of how the Neighborhood Planning Process should work. He helped them identify their main issues: 1) Mary Dutton Park rehabilitation; 2) code enforcement of property maintenance; 3) attaining historic designation; 4) halting commercial encroachment. That was the first battle, according to Yorgo. With that done, they could next devise and implement a plan, which he describes. The process officially began March 14 2000. In June 2001, the Las Vegas City Council approved the final document.