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.

Santo was born in the Bronx, New York in 1937. Santo’s family includes his father who was a butcher, and his mother who mostly stayed at home to raise the children, as well as a brother who currently lives with Santo. Santo recalls that it was great growing up in the Bronx, and he spent most of his life there until he joined the Air Force when he was 17. Santo’s immediate family was not musically oriented, but he learned to play the drums from a cousin. Music came easy for Santo, and he started getting paid for playing when he was 12. At 17, Santo joined the Air Force with a group of friends. He auditioned for and was accepted into the Air Force band where he played drums for four years. Santo was married with a child and another child on the way when he ended his military career and moved to California. After jobs working as a security guard and on an assembly line, Santo knew he just wanted to play and came to Las Vegas in 1960 to play with a band. It took several years before Santo was able to get on with a permanent band. Once Santo broke into the scene in Las Vegas, he played for six years at the Flamingo. Following that he was on the road for a couple of years with Paul Anka. Upon returning to Las Vegas, Santo worked for 14 years at the Sahara. Santo talks about when “the boys” had the hotels before the corporations came in and how everything changed. Currently, Santo does a lot of work with trumpet player Carl Saunders, frequently traveling to Los Angeles to do recordings together.

Throughout this interview, Blaine shares stories of his father, Alvin Benedict. Al owned and operated Benedict and Remy Plumbing Business for a few years before entering into casino management. He is considered to be the first college educated executive and had an illustrious executive career at the MGM. He also was a co-founder with Susan and Irwin Molasky of Nathan Adelson Hospice.