Manager Marketing
Resume:
Marty Gross
Las Vegas, Nevada 89144
Home 702-***-****
Cell 702-***-****
E-mail: **********@***.***
Professional Summary
Gaming-Hospitality executive adept in managing all areas of a casino-hotel resort. Proven track record with all positions, with strong ability to maximize bottom-line returns, handle financially distressed operations, reduce operational expenses, build solid management teams, re-position properties, and add powerful marketing strategies to add substantial financial results for all revenue centers.
Career Objective
To obtain a key executive position with an established and/or growing company to utilize my casino/hotel business skills that I have established during my career experience.
Professional Experience
2009 – Present CANNERY CASINO RESORTS
EASTSIDE CANNERY CASINO HOTEL, Las Vegas, Nevada
Vice President & General Manager
• Responsible for all operational aspects and financial results for this casino/hotel which has 1,900 slots, 21 table games, 6 restaurants, 300 hotel rooms, and 1,300 seat event center.
• Primary target market is to locals with primary focus being marketing, entertainment, food & beverage, customer service, and employee moral.
• Increased EBITDA by 248% in first full year of employment in 2010.
• Profit Margin increased by 7% in 2010, while most competitors produced decreases.
• Consistently ahead of budget and last year.
• Grew gaming market share for property on a monthly basis.
• (See Page 5 for additional Accomplishments)
2008 – 2009 QUECHAN CASINO & RESORT, Winterhaven, California
Paradise Casino, Yuma, Arizona
Chief Executive Officer
• Directly responsible for all operational aspects and financial results for (2) two casino and hotel operations for the Quechan Indian Tribe in California and Arizona.
• Responsible for the development, construction, pre-opening and grand opening for the new $250 million resort which opened in February 2009.
• Re-built entire key management team by recruiting top experienced professionals.
• Successfully opened new resort in a 90 day period, which included construction design, recruitment, training, branding, marketing, financial reporting and policies and procedures.
• Stabilized existing property, Paradise Casino by reducing expenses and creating more profitable marketing programs.
• Increased properties profit margin to 60% for first quarter of 2009.
2006 - 2008 M RESORTS / MARNELL SHER GAMING, Las Vegas, Nevada
Vice President of Development
Vice President / General Manager
• Responsible for development for the new $1 billion M Resort, which includes company liaison of construction directly with contractor, budget, operational and marketing strategies, along with staffing compendium.
• Directly responsible for all aspects and financial results for existing operation, Saddle West Hotel & Casino in Pahrump, Nevada
• Increased property EBITDA by 42% for first year for Pahrump operation
• Initiated expense reduction programs for company operations that did not effect service levels
• Initiated new marketing programs to increase results for all revenue producing departments
• Established improved operational, marketing and communication procedures and reporting between corporate and all operating properties, which include Saddle West and the Laughlin properties (Colorado Belle & Edgewater)
2005 - 2006 STATION CASINOS, INC. Las Vegas, Nevada
Director of Operations Development
• Corporate position which interacts with all company properties for both large and small divisions (25 currently) to improve all areas of operation that include gaming, hotel, food & beverage, retail, entertainment and marketing.
• Spearheaded the company-wide installation of the new Labor System in order to evaluate and control labor expenses at each property.
• Responsible for various other projects for both gaming and hotel to help improve the operations.
• Directly responsible for multiple projects during the pre & post opening of Red Rock Casino Resort Spa in April 2006, including staffing, budgeting, food & beverage, table games, slots & hotel operations.
• Established improved communication procedures and reporting between corporate and all operating properties.
2003- 2005 TAHOE BILTMORE Hotel & Casino, Lake Tahoe, Nevada
General Manager/ COO
• Hired to oversee entire operation for this long standing successful casino/hotel in North Shore, Lake Tahoe.
• Changed marketing strategy, casino floor configuration, internal cash controls, employee recognition programs, property-wide upgrade strategy, and added new entertainment features (restaurant & nightclub).
• Re-built team by hiring other experienced professionals from the gaming/hotel industry.
• Increased profit margin during first and second quarter of 2005 by 334% vs. prior year.
• Increased Table Game Drop by 10% for each quarter in 2005.
• Increased Slot Drop by 15% for each quarter in 2005.
• Raised Hotel Occupancy to 95% year-round vs. 78% prior.
• Room revenue was increased by 65% in 2005 vs. 2004.
• During the first few months, reduced payroll expense by 28%, which included reducing overtime by 78%.
• Voted Best Casino, Best Slots & Best Entertainment on North Shore in 2004 and 2005.
2000 – 2003 Viva Gaming & Resorts, Inc.
President and Chief Executive Officer
• In charge of this publicly traded company which is a diversified international gaming corporation primarily engaged in management, operations and development of casino properties in niche markets worldwide.
• Successfully able to secure consulting contract for projects in California for Indian Gaming casinos.
• Secured financing and necessary approvals for Casino Day Cruise project in Texas. Opened operation in September 2000.
• Put operation plan and team together for each project along with financial projections.
• Negotiated various potential gaming projects in various jurisdictions.
1996 – 2000 Four Queens Hotel & Casino/Riviera Gaming Management, Las Vegas, NV
V.P. / General Manager
• Oversee all operations for this 700 room – 32,000 square foot casino for Riviera Gaming Management Company.
• Remained in charge of all duties and responsibilities at the Riviera Hotel & Casino.
• Successfully took property out of Chapter 11 Bankruptcy in February 1997.
• Reduced operating expenses by 14% ($7 million) in 1997.
• Reduced overtime by 80%.
• Effectively reduced and established proper staffing levels without effecting service.
• Increased Pit profitability 43%.
• Increased retail income by 40%.
• Decreased employee benefit costs by $900,000.
• Developed strategy to emphasize slot revenue to obtain highest profit return and margins.
• Established investigative committee to ensure efficient cash handling controls.
1992 – 2000 Riviera Hotel & Casino/Riviera Gaming Management Co., Las Vegas, NV
Vice President Marketing
• Oversee marketing for this 2,100 room – 100,000 square foot casino.
• Member of Executive Committee and part of new management team assembled in 1992.
• Key executive in increasing EBITDA 40% (from $17 million to $31 million).
• Property taken out of Chapter 11 Bankruptcy in 1993.
• Successfully integrated hotel and casino marketing strategies.
• Increased hotel occupancy to 98% from 90%.
• Managed properties business mix to ensure maximum gaming and hotel revenues.
• Established convention market as primary mid-week occupancy by increasing to 28% of mix from 18%.
• Created profitable special events by including paying customers with invited guests.
• Created programs to emphasize slot revenue as primary target.
1989 – 1992 Alexis Park Resort, Las Vegas, NV
Assistant GM / VP Sales & Marketing
1987 – 1989 The Mirage, Las Vegas, NV
Director Sales & Marketing
1980–1987 MGM Grand Hotel & Casino / Bally’s, Las Vegas, NV
Director Sales & Marketing
Gaming Licensing
State of Nevada Gaming License received 2004, 2006, 2010 – Nevada Gaming Board & Commission
State of California Gaming License received 2008
State of Arizona Gaming License received 2008
Education
Bachelor of Science – Hotel Administration – University of Nevada, Las Vegas
Professional Affiliations
• Fremont Street Experience – Past Board Member/Audit Committee
References available upon request
Eastside Cannery / CCR Accomplishments
• In first full year of employment 2010, increased EBITDA by 248% and Profit Margin by 6%.
• Primary focus for property turnaround was through increasing gaming & non gaming revenues, including marketing promotions, promoting player club value, expanding customer demographic, and upgrading entertainment, increasing food & beverage and hotel revenues.
• Additional primary focus was the reduction of expenses, including labor. (ie: staffing efficiencies, overtime) and marketing (ie: player re-investment)
• Modified overall marketing strategy due to highly competitive environment on Boulder Highway, focusing on increasing slot revenue with “refreshed” promotions and tactical day to day advanced planning.
• Revised slot floor configuration to increase “time on device”.
• Established high end entertainment strategy to expand customer base in Las Vegas, as well as to attract out of town visitors.
• Consistently ahead of budget and last year on a monthly basis.
• Grew gaming market share on a monthly basis on Boulder Strip.
• Consistently increased slot gaming revenue results on a monthly basis on Boulder Strip based on Nevada Gaming Abstract.
• Improved property position for Wells Reporting ranking from #12 to #6.
• YTD 2011, only Las Vegas property in company ahead of last years EBITDA.
• Improved overall employee moral by establishing consistent policies & procedures, new uniforms, hiring processes (casting calls), focus groups, and training.
• Established improved cash controls to improve operation efficiencies.
• Reduced overall Food & Beverage departmental loss by 30% primarily focusing on cash sales, menu pricing, COGS, purchasing.
• Maintained consistent Hotel Occupancy with highest ADR on Boulder.
• Grew Table Games revenue by establishing aggressive monthly promotions, new check cashing program, and new standards to produce increased dealer speed.
• Formulated new strategy for Bingo to reduce overall departmental los
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