Most of the work I do these days is on
confidential corporate documents or ghostwritten material. Since
it would not be appropriate to publish such work on this site, here are
some samples of work I've done over the years that is public.
Dollar" - ad for Jefferson Coin & Bullion - August
Saint" - ad for Jefferson Coin & Bullion - July
"The Myth of
Primacy" - January 2001
The pompous posturing of table games people, from dealers
department heads, sabotages efforts to cultivate cultural unity and
purpose within a company.
Communication is the lifeline that ties a corporate
When there's a break in the lifeline, someone is cast adrift and
from the culture.
"Love It or
- September 2000
The biggest obstacle to changing a corporate culture that
fixing isn't the employees. It's management.
- July 2000
As the gaming world evolves and new players reshape the
it's easy to lose sight of basic concepts like service to the
grooming your culture so it comes naturally.
Few things give casino executives heartburn quicker
mention of the "U" word. Unions stir powerful passions, for
them. A strong, positive corporate culture helps keep such
from becoming destructive.
The vision statement of a company is a declaration
a proposition for where the company wants to go, what it wants to
The vision should be simple, easy to understand, and on top of every
mind, guiding every action and thought.
- January 2000
For casino marketing executives, the most terrifying
on earth is an indifferent employee...the cleverest and most
campaign, the best-planned promotion, the most publicized special
can be chopped off at the knees by the employee who fails to deliver
the marketing promises.
"Keeper of the
There is no miracle wonder drug for culture. A
event won't cure a
corporate culture permanently.
- August 1999
A typical casino operation has literally hundreds of
points in the process of acquiring new employees. Each is a
to begin planting the seed of your vision, communicating your goals
aspirations, infusing the prospective employee with the behavior you
for your culture.
"Can't Buy You
- June 1999
It takes more than money and benefits to hold on to good
Those are important motivators, but not necessarily the sole or even
reason employees stay or leave. A strong corporate culture is by
far the most powerful magnet that holds employees firmly in
- April 1999
Communication. Constant two-way communication.
the cornerstone of Jerry Egelus’ strategic plan to build a unified
culture at Harrah’s Cherokee. He applies numerous tactics and
to keep management and employees connected and in touch.
Truths" - February 1999
While casino cultures differ widely, they’re more alike
you may think. Employees throughout the industry share common
If you address these concerns effectively, you successfully elevate
culture above the crowd.
Point" - December 1998
Multi-unit gaming companies whose properties don’t share a
brand identity face distinct cultural challenges. With no single
“handle” to link their identities, the individual properties tend to
their own way culturally.
Egg?" - October 1998
Does a corporate culture shape training, or does training
the culture? The role of training in the building of a corporate
culture is often a mystery to casino executives, who sometimes see
at all between the two.
Up" - August 1998
Few casinos have any systematic process in place for
monitoring what their customers are happy or unhappy about.
most part, casino managements rely on hearsay, general impressions,
instinct. In the fickle gaming marketplace, trusting to gut
about what's on the customer's mind is a good way to be fooled or
Communication: I Heard It Through the Grapevine" - June 1998
Employee communication in gaming companies is, more often
not, rated as poor by employees. It typically consists of a
an occasional employee meeting, and pounds and pounds of memos with
operational details that few employees read and fewer still
from Scratch" - April 1998
The tribal compacts with casino management operators
and understandably, include preferential biases for Indian
the purpose of uplifting tribe members' self-esteem and ability to
The downside of these conditions, however, is that they inherently
resentment among non-tribal employees.
Breaks the Cycle" - February 1998
The role of the casino in gaming's emerging markets is
and complex than just being an economic boon, important though that
The cultures of the casinos exert significant beyond-the-walls impact,
reaching into the community itself and affecting the way it acts and
Time for Sergeants" - December 1997
When it comes to building and shaping a desired corporate
getting the buy-in and enthusiastic participation of the middle
is an absolute essential. Without it, the cultural initiative will run
into a stone wall.
the Dark" - October 1997
There is a very real likelihood that management's view of
culture is markedly different than the way employees and customers see
it. Upper level executives tend to see their companies in a more
positive light than do the line level employees.
Clash" - August 1997
Gaming is being touted in some quarters as "the new
for Native Americans, a source of economic renewal and independence.
a conflict between noble purpose and pragmatic reality poses a built-
dilemma for many Native American casino cultures.
with an Attitude" - June 1997
In most casinos, table games dealers and floor supervisors
They are the elite, the chosen. They are the stars of the show --
they'll tell you so. Management usually agrees with them. Yet they
the single most obvious manifestation of cultural dysfunction in the
- April 1997
A corporate culture cannot be fixed with a training
Not by itself. A common management misperception is that
employee attitudes can be changed with some motivational training
and tactical activities aimed at improving the ability of employees to
deliver good customer service.
Bottom Line Impact of Internal Marketing" - February 1997
Building a corporate culture through internal marketing is
about making employees feel good. It's about getting the best,
profitable and efficient performance from the company's primary
its people. It's about making money.
Profits of Culture" - December 1996
Building a corporate culture involves a great deal more
ivory-tower declarations. It takesthought, planning, and action. The
is on the bottom line.
Shock" - October 1996
Every company has a corporate culture. It lives of its own
unless strong direction is applied to command its course.
a Service Culture" - July 1996
Gaming is in transition, evolving from a supply-driven
to a customer service focus. Visionary, forward-thinking casino
is placing a high premium on keeping customers happy.
Building Blocks for a Customer-Focused Culture" - July 1996
The essential structural materials needed to create and
a corporate culture that collectively thinks and acts with customer
as more than an empty slogan.
& Visitors Bureau
Orleans Casinos Beating the Odds" - July 1997
New Orleans casinos are holding their own against Gulf
rivals, despite a persistent buzz about what some call a "game
Louisiana to Mississippi.
After Bre-X: Taking Advantage of Maximum Pessimism" - June
The 1997 Gold Newsletter Investment Seminar gave savvy
an upclose, interactive chance to pick the brains of the industry's
analysts about what to do next in the Bre-X aftermath.