The work / Ten connected practices

Let’s work on what matters.

It starts with the player: what they prefer, how often they come, and how much of their month you hold. Everything after that exists to move those three numbers. Each practice explains what we do, what you receive and how the work is scoped.

  1. 01Player growth & marketing
  2. 02Reinvestment & promotions
  3. 03Poker room profitability
  4. 04AI & automation
  5. 05Player development
  6. 06Loyalty & intelligence
  7. 07Media & vendor economics
  8. 08Gifting & sourcing
  9. 09Floor & game mix
  10. 10Opening support & coaching

01 / Player growth & marketing

More visits. More wallet. No cannibalization.

The centre of everything we do. Read what players actually prefer, then build the mix that lifts trip frequency, length of stay and monthly theo per player without paying twice for visits you already had.

  • Trip-frequency and wallet-share developmentWhat share of a player’s gambling month you hold today, and what it takes to hold more of it. Trip-interval modelling by segment. Second-visit and third-visit triggers. Escalating cadence for players trending down, before they lapse rather than after.
  • Non-cannibalizing promotional designEvery offer tested against a holdout, so you know which visits were incremental and which you paid for twice. Length-of-stay mechanics, cross-amenity play and daypart shaping, measured on average monthly theo per player rather than on redemption counts.
  • Player preference and game-behaviour readingWhat a player actually likes, at what denomination, in what session shape, on which day of the week. The difference between a player who wants a bigger offer and a player who wants a different reason to come.
  • Segmentation and player-value analysisBehavioural personas. Worth-based rather than tier-based segmentation. Trip-frequency cohorts. Game-preference clustering.
  • Lapsed-player reactivationWin-back at three, six and twelve months. Declining-frequency intervention before they lapse rather than after.
  • New-player and lifecycle communicationOnboarding, then the sequence that follows it.
  • Player communication strategyWhich segment gets which message, on which channel, at what cadence. Contact frequency governance. Escalation from email to mail to host call.
  • Email campaign planning and productionTemplate system, sender reputation, automated flows, subject-line testing.
  • Database quality improvementDuplicate records splitting one player's worth across two accounts. Address validation. Deliverability repair.
  • Contactability and enrolment improvementOpt-in lift at the point of sign-up, then at every touchpoint after it. A reachable player is a player you can move, so enrolment friction is usually the cheapest growth on the property.
  • Direct mail guidance and oversightFile build, version and offer matrix, vendor selection, postal optimization. We specify and oversee. You contract the vendor and we take no margin on production.
  • Variable data print guidanceSpecification and oversight only, on the same no-margin basis.
  • Email append guidanceBrokered at no margin.
  • Brand, campaign creative and contentCampaign creative systems, photography and video direction, property brand refresh, AI-assisted production at volume.
  • English and French campaign executionBoth languages produced together rather than translated late, on the same calendar and to the same standard. Relevant wherever a bilingual market or a bilingual regulator applies.

02 / Reinvestment & promotions

Be generous. Be deliberate.

Know where the money goes, what it changes, and which offers deserve another dollar. The discipline that funds the players who respond, by stopping the payments to players who were coming anyway.

  • Reinvestment analysisFree play issued against redeemed by tier. Comp accrual and outstanding liability. Points earn and burn. Reinvestment as a share of theoretical win, by segment rather than in aggregate.
  • Promotional spend optimizationValue bands set against actual daily worth. Step-down testing on over-offered segments.
  • Value-specific offers and offer laddersWin-back ladders that escalate rather than repeat.
  • Offer efficiency and cannibalization testingFinding the players who were coming anyway. Suppression testing against a holdout. Mail-versus-control economics on every drop.
  • Strategic promotions calendarAnnual build. Day-of-week and daypart demand shaping. Slow-period programming. Which promotions are quietly eating each other.
  • Promotion creation and execution planningMultipliers, swipe-and-win, hot seat, drawings, tournaments, kiosk mechanics. Designed, cost-modelled, built.
  • Promotional draw and jackpot-program economicsStructure cost modelling. Progressive seed and reset. Prize distribution against real participation.
  • Gift and reward selection strategyCalendar by tier and worth band. Gift-to-play conversion. Testing gift against free play as substitutes rather than assuming you need both.

03 / Poker room profitability

A room that earns its place.

Understand the economics of cash games, tournaments, staffing and the player experience together.

  • Department profitability diagnosisRake and fee capture against what should be captured. Dealer cost per hour per open table. Comp and food allocation. True departmental contribution, which most rooms have never actually calculated.
  • Cash-game and stakes mixSpread by day and daypart. Stake-level demand. Must-move and list management. Variant testing.
  • Dealer deployment and float economicsDealer scheduling against real demand curves. Table open and close triggers. Supervisor ratios.
  • Tournament calendar and series economicsCalendar design. Guarantee setting and overlay risk. Structure and fee modelling. Satellite laddering into the main events.
  • Poker promotions and player developmentPoker-specific segmentation. Cross-play between the room and the floor, which is where most rooms leave the money. Host program. Listing and discovery.
  • Room operating flow and player experienceWaitlist and seating. Wait-time communication and recapture. Table turnover, break structure and floor coverage. The operational detail that decides whether a player waits or drives home.
  • Poker management reportingA weekly pack the room manager and the GM read the same way. Table hours, rake per hour, dealer cost, tournament contribution and cross-play to the floor, on one page.
  • Opening or expansion planningTable count modelling. Layout and sightlines. Amenity spec. Opening calendar and launch programming.

04 / AI & automation

More capacity. Better work.

Practical automation for the work your team does every day, with operating costs and service quality kept in view.

  • Workflow and role assessmentTask inventory by role. Automation candidate scoring. Redeployment planning. Neutrality testing, so a saving that degrades the service does not count.
  • Digital asset and design production systemsCampaign creative generation. Multi-version and bilingual assets. Signage and screen content. Social pipelines.
  • Email and communication production automationBuild, versioning, personalization and scheduling handled by the system rather than by a person. The same campaign in a fraction of the hours, in both languages where you need them.
  • Call-centre and reservations agentsHotel and food and beverage booking. Club enquiries. After-hours coverage. Outbound reactivation. Deployed, monitored, and measured against the metric that role was accountable for.
  • Active agents for defined team rolesAn agent that carries a named part of a role, measured against the metric that role was accountable for. Scoped, supervised, and switched off if it underperforms the person.
  • Campaign operations automationBuild and approval workflows. Asset routing. Proof and version control. Brief and calendar automation.
  • Reporting and analytics automationDashboards over your existing exports rather than an integration project. Automated daily and weekly reporting. Anomaly alerting. Scheduled segmentation refresh and post-mortems that run themselves.
  • AI operating controls and team enablementAcceptable-use policy for your team. Data-handling standard. Vendor and model review. Weekly working sessions, recipe handover and tool training, included at no incremental fee, because this is what getting the coach means.

05 / Player development

Relationships, with direction.

Give hosts a clear remit and a considered plan for the players in their care.

  • Host structure and book assignmentHost-to-player ratios. Book assignment logic. Coverage by shift and segment. Territory design where geography matters.
  • Host accountability and compensation designQuota design. Bonus tied to book growth rather than trip counts. Scorecard build. Review cadence.
  • High-value player identification and win-backWorth-decline alerts. Trip-model deviation flags. Competitor-defection signals. Reactivation of dormant top tier.
  • VIP events and experiencesInvitation-only calendar. Return modelled against attendee incremental worth. Experiential reward design. Travel and comp policy.
  • Guest-services and experience reviewFriction mapping at enrolment and at redemption, the two moments that cost the most players.

06 / Loyalty & intelligence

Give people a reason to return.

Build and refine a loyalty program with a clear purpose, understandable progression and visible economics.

  • New-property tier designA full program from zero for a property that has none. Tier thresholds, earn rates, benefit cost per tier, and a progression a player can actually understand, modelled before launch rather than corrected after it.
  • Existing tier and earn/burn redesignThreshold modelling, earn calibration, benefit cost per tier, migration analysis.
  • Loyalty club competitive reviewBenefit-by-benefit against named competitors in your trade area. Earn and burn benchmarking. Switching-risk analysis.
  • Loyalty program analyticsTier population and migration. Benefit utilization and cost. Program profit and loss. Enrolment funnel.
  • Competitive intelligence and mystery shoppingOffer tracking, market share estimation, calendar monitoring across your trade area.

07 / Media & vendor economics

A more considered spend.

Align advertising and vendor commitments with the work they are meant to do.

  • Advertising strategy and execution oversightChannel mix and creative direction.
  • Media rate negotiationRate negotiation and make-good recovery, tracked separately from waste elimination.
  • Media waste reductionPlacements that never reached your trade area, duplicated reach across vendors, and inherited buys nobody has questioned in years. Tracked separately from rate negotiation so each saving is claimed once.
  • Agency performance and contract reviewAgency audit against what you are actually buying.
  • Systems and operating-vendor cost reviewSystems contracts. Marketing vendor consolidation. Gifting benchmarking. Renewal timing, because the leverage is in the calendar.
  • Game participation and lease-cost reviewWide-area progressive fees. Daily fee against outright purchase. Revenue-share performance against floor average. Frequently six figures of annual waste at a six hundred unit property.

08 / Gifting & sourcing

The right gesture. The right cost.

Connect thoughtful rewards with transparent sourcing and a clear view of program performance.

  • Gifting program designCalendar by tier and worth band. Participation forecasting. Gift-to-trip conversion. Adaptation of programs proven on our own floor.
  • Direct product sourcingGifts, promotional product, premiums. Landed cost negotiation. Drop-ship, so your purchase order goes to the manufacturer and we carry no inventory. Our fee is a line on the invoice, not a spread inside the unit price.
  • Existing-vendor savingsWhere you keep your vendor and we renegotiate instead.
  • Other promotional product sourcingPrint, uniforms, signage, kiosk hardware, event supplies.
  • Gifting program and fulfillment reviewWhat was ordered against what was collected. Shrinkage, over-ordering and carry-over stock. Distribution flow on the day itself, which is where most of the complaints come from.

09 / Floor & game mix

Make room for better decisions.

Evaluate moves, conversions and acquisitions against demand, cost, operating constraints and the evidence available.

  • Inventory and performance diagnosisUnit-level scoring across the floor.
  • Relocation planningMoves with expected lift, and position recapture.
  • Software conversion planningTheme conversions on cabinets you already own.
  • Removal and replacement planningRetiring dead inventory and recovering the position.
  • Acquisition and capital planningMulti-year acquisition plan. Payback by cabinet and theme. Trade-in and residual value. Negotiation support. Acquisition against benchmarked demand rather than vendor pitch.
  • New or expanding floor planningUnit count, denomination spread and theme mix for a floor that does not exist yet, built from trade-area demand rather than from a vendor’s catalogue.

10 / Opening support & coaching

Carry the plan into practice.

Coordinate the opening or expansion and equip the team to run what comes next.

  • Opening or expansion marketing coordinationPre-opening calendar. Database from zero. Tier structure for a property that has none. Opening promotion architecture. Marketing staffing spec.
  • Management and team coachingWeekly working sessions. Recipe handover. Tool training.

Examples describe potential scope, not guaranteed results. Every engagement has agreed deliverables, acceptance criteria and measurement rules. Related work is measured once; fees are not stacked on the same value.

The edges

What we will not do.

We do not run gaming operations, handle cash or credit, or make hiring decisions. We do not manage slot pars, hold percentages or table game yield. We do not build or sell software. We do not own a mail house, a print shop or a data append business, and we take no margin on any of them. No web development, no search optimization, no app builds, no reputation management.

And we do not work inside our own competitive catchment, or inside a client's protected market once they have one.

The right work, in the right order.

Let’s find your starting point.

Talk through your priorities