Three disciplines.
One P&L lens.
Every engagement is scoped to a measurable outcome — usually an EBITDA target, a marketing spend rebuild, or a yes/no on a development opportunity. No retainers that drift, no decks that thicken without changing anything on the floor.
Read the floor.
Rebuild the margin.
Most properties run on inherited assumptions. The slot mix that worked five years ago. The shift schedule no one's questioned. The comp ratio that looks fine in isolation but bleeds margin against actual win.
We walk the floor, pull the data, and rebuild the operation against what the numbers actually support — not what the org chart prefers.
- → Slot floor analysis · machine-level performance, mix optimization, hold rebalancing
- → Table operations · staffing, yield, theoretical-to-actual reconciliation
- → Labor structure · scheduling, productivity, span-of-control review
- → Comp and reinvestment · ratio audit, segment-level profitability
- → P&L diagnostic · department-level margin teardown
The heartbeat
of the operation.
Direct marketing isn't a department — it's the operating rhythm. Every offer, every mail drop, every host call is a line item with an expected return. Most programs we inherit can't answer what's working and what's spending budget without moving the needle.
We rebuild the cadence around segment-level economics — starting with the worst-performing tier, where the easiest wins almost always live.
- → Segmentation rebuild · tier definitions, eligibility, lifecycle modeling
- → Reinvestment program · offer design, mail and digital cadence
- → Host program audit · book of business, call rhythm, comp authority
- → Channel performance · mail vs digital vs on-property, control-group rigor
- → Player development · VIP strategy, theoretical-driven outreach
Major decisions,
major data.
The biggest checks ownership writes are the ones that should be most scrutinized — and they're often the ones that get the friendliest models. Expansion projects, acquisitions, new-build feasibility: every one of them benefits from a sober read before the capital is committed.
We surface the unflattering numbers other consultants soften — cannibalization risk, realistic capture rates, the assumptions that don't survive a hard look.
- → Market assessment · gravity modeling, demand sizing, competitive read
- → Expansion feasibility · capacity, mix, EBITDA projection
- → Acquisition diligence · operational read, marketing health, downside modeling
- → New-build planning · property positioning, ramp assumptions, capital sequencing
- → Strategic options review · what to build, what to sell, what to leave alone
Scoped, time-bound,
measured against outcomes.
Initial Read
One to two weeks. On-property visits, data pull, P&L diagnostic. We come back with a written read on where the value is hiding.
Defined Engagement
Scope, timeline, deliverables, success metric — written down before either side signs. No open-ended retainers.
Hand-off
Recommendations land with the team that has to execute them. Quarterly check-ins available, never required.