NEIL NARTER

**** *. ***** ***.,

Visalia, CA. ***91

559-***-****, abvg6f@r.postjobfree.com

OBJECTIVE

To obtain a Management position as a consultant, General Manager, or Marketing Director where I can apply my

experience in setting direction and strategies to increase revenue, develop the brand, and inspire the staff to

exceed expectations.

QUALIFICATIONS

17 years of experience as a casino General Manager.

MBA in Marketing from one of the top three schools.

As a management mentor received positive reviews

Management skills were praised in a book about a casino industry legend

Published two marketing articles In a major casino trade publication

Invited to speak at the casino industries major conference

EXPERIENCE

2010 to 2013 Tachi Palace Hotel & Casino Lemoore, CA

General Manager

Brought in as GM and mentor to the prior GM. Determined property had extremely poor

marketing strategies; spent 9 months identifying and fixing problems. Earned the

respect of the Tribal Council. After a year the General Council gave the prior GM his job

back. The Tribal Council asked me to report directly to them and continue mentoring the

prior GM.

2008 to 2010 Moved parents from Florida to my house for care; Mother recently passed away.

2007 to 2008 Amelia Belle Casino Amelia Belle, LA

General Manager

Opened a casino with inexperienced managers and a staff that never worked in a

casino. The casino was salvaged from Hurricane Katrina and not fully operational.

Staffing and operational issues were the focus. Still was able to produce margins of 30

to 40%. Introduced marketing and customer service programs. Reduced the main

competitor’s revenue by 20%.

2006 to 2007 Ute Mountain Casino, Hotel, & Resort Towaoc, CO

General Manager

Improved Marketing productivity, reducing expenses by 50% and increasing Revenue

by 36%. Initiated business driving advertising for casino, hotel, and restaurant.

Performed all analysis of marketing promotions. Learned two major programs were

being utilized by low rather than high level players. Then revised these programs to

motivate the right players. Improved employee morale by walking floor, smiling, and

talking to staff. Analyzed monthly financial results and produced reports for Tribal

Council.

2004 to 2006 Mississippi Belle II Casino (Employee-owned Company) Clinton, IA

General Manager

Improved EBITDA 13% without increasing budget by eliminating unproductive

promotions and redirecting the savings to advertising. Increased play from top 15% of

our player list. Analyzed slot floor to eliminate unproductive slots and to increase the

overall hold. Halved bus program customer counts, yet increased total bus profits.

Introduced profitable data based marketing. More than doubled the number of new

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Player's Club sign-ups. Increased the win-per-guest by 30%. Monthly, the year-to-year

comparisons exceeded competitors. *Left due to sale of property.

2003 to 2004 Evangeline Downs Racetrack and Casino Opelousas, LA

Executive Director of Operations

Responsible at a start-up company for corporate marketing, slots and establishing OTB.

Had 1,500 slots and no table games. Initial time was devoted to setting direction and

reorganizing the marketing effort and team. Introduced a media plan that saved 20%

yet yielded better coverage. Reduced creative costs by 50% and introduced call to

action advertising. *Left due to total replacement of 14 top executives.

2003 to 2003 Riviera Black Hawk Casino Black Hawk, CO

General Manager

Improved EBITDA and morale at a property with declining business. Reversed morale

after three months. By fourth month, the vast majority of town’s increase in coin-in was

attributed to the Riviera. Empowered staff and changed direction from trying to be a

high-end property in a grind market. *Enticed away by offer of large salary increase and

unique opportunity.

2000 to 2002 Boomtown Casino Biloxi, MS

Vice President & General Manager

Drove revenue, yet improved margins: revenue +8%, EBITDA +16% and market share

+30%. Casino had 1,000 slots and 22 table games. Walked casino floor often to talk to

front-line employees; acted on their constructive suggestions, which furthered a team

environment. Utilized a database consultant for a dramatic improvement in response

rate and play. Overall, there was a significant financial and HR turnaround for the

property. *Left when CEO who hired me was replaced.

1996 to 2000 Copa Casino Gulfport, MS

Vice President & General Manager

The CEO of the company recently wrote a book, My Father’s Son, in which he praised my efforts and unique programs.

Increased revenue 10% and improved employee morale. This increase came while competing against larger facilities with

additional and superior amenities. *Left due to a change in ownership.

1995 to 1996 Fitzgeralds Casino Black Hawk, CO

Director of Marketing

Responsible for marketing for a start-up casino in a mature market. Developed

innovative programs that made the property number two in the market within six

months. Initiated a profitable bus program. Created database marketing to increase

play and customer base. *Left when offered first GM position.

1993 to 1995 Copa Casino Gulfport, MS

Assistant General Manager

Established direction for a start-up casino. Directly responsible for human resources,

advertising, bus programs, casino marketing, and food and beverage. Developed a

marketing department that stayed focused on pursuing grind slot players, created

unique programs, and measured results to ensure cost effectiveness. *Left when a

prior employer needed me for a start up operation.

1991 to 1993 Bourbon Street Hotel/Casino Las Vegas, NV

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NEIL NARTER

2516 W. Tyler Ave.,

Visalia, CA. 93291

559-***-****, abvg6f@r.postjobfree.com

Director of Marketing

Increased hotel occupancy 30%. Increased slot drop 20%. Successfully developed

promotions that encouraged strip visitors to visit this off-strip property. Hosted all invited

player functions.

1985 to 1991 Fitzgeralds Hotel/Casino Las Vegas, NV

Director of Marketing

Responsible for the marketing and hotel reservations departments. Instituted a yield

management system for booking rooms. Based on demand (occupancy), adjusted

room rates to maximize revenue. Trained room reservations staff in up-selling

practices. Responsible for setting room rates and maintaining occupancy levels at

95%. Marketing programs resulted in floor traffic of roughly 3,000 visitors daily.

* Prior employment includes various Director of Marketing positions at hotel/casinos,

including six years with Harrah's Hotel/Casino.

EDUCATION

University of Chicago Chicago, IL

M.B.A., Marketing

Purdue University West Lafayette, IN

B.S., Industrial Management

LICENSES Key licensed for casinos in Mississippi, Colorado, Louisiana, and Iowa.

Also have a Tribal license in Colorado.

SPEAKER 2002 G2E Conference “How to Effectively Operate Locals’ Casinos”

ARTICLES Global Gaming Business: “Mouse on the Loose” and “Ignorance is Bliss”

BOOK My Father’s Son, A Gaming Memoir, by Pete Cladianos Jr; University of

Nevada Oral History Program. References to my performance pages 245 to

250.

ASSOCIATIONS Vice President, Mississippi Gulf Coast Casino Operators' Association

Director, Iowa Gaming Association

Clinton Chamber of Commerce

PERSONAL Married with grown children, good health.

INTERESTS Golf, physical fitness, and reading.

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