You became the SVP of International Operations at Aruze Gaming Global in November. How have you been finding the experience so far?
How time flies! Aruze Gaming Global, we also call it AG2, Aruze G2. I have received an enormous amount of support from the AG2 staff, including the US, Asia, Europe, South Africa and Australia teams. Many of our team members have intensive experience in the gaming industry and in this short period of time I have learned so much from them. That will be very useful in working through all the new challenges facing AG2.
It has been a period of intense learning and growth for me, where I’ve had the opportunity to immerse myself in the dynamic world of international gaming operations. I’ve found the experience to be both challenging and rewarding. I have had a chance to work with such a talented team and engage with diverse markets across the world.
And what skills from your previous roles have you found most useful within your current role?
I would like to share my gaming history and experience in this role. I have learned so much over the past 15 years of working in the gaming world. We learn, we study, we grow, we build every single day.
So, in my view, the ability to adapt quickly to new environments, strategic thinking, effective communication and strong leadership skills have been particularly useful. More importantly, the market is changing, customer behaviour is changing and technology is advancing. Every single step for the growth of the company matters.
Which territories are the biggest for you and are there any you find particularly interesting?
While all territories worldwide, including North America, Asia, Europe, Australia and South Africa, represent unique opportunities and challenges, certain regions stand out for their significance. The potential growth of the Asian market, particularly Macau, Southeast Asia and some countries that are going to legalise casino in the coming 10 years, are of great importance to Aruze. So we see big potential there.
Also, one of our first priorities from the very beginning was to build our capabilities in Asia. Our President Mr. [Frank] Feng and I believe there are two primary drivers for growth. One is our focus on innovation and the other is to have a strong presence in Asia. We believe these two drivers are vital for us to become a tier-one gaming supplier in Asia, and we have high growth expectations and goals. I would personally be disappointed if we were not the fastest-growing supplier in the EGM section of the Asian market over the next three years.
We just spoke about Macau and how important the region is. But what are the biggest differences between casinos in Macau and the US, and what do you think these casinos could learn from each other?
The biggest difference between casinos in Macau and the US lies in cultural norms, regulatory frameworks, and consumer preferences. Macau casinos are heavily influenced by Asian culture and cater to predominantly Asian customers, whereas US casinos have a more diverse customer base and operate in a different regulatory environment.
In terms of slot games, there are relatively few dominating Macau’s casino floor. Meanwhile, there are so many choices of slot games in the US casinos; you can always easily find new slot games on the casino floor in the US. As Macau is encouraging concessionaires to approach more international players, we need to have more diversified games and new games on the casino floor to attract international customers to Macau.
If a supplier is working with a foreign-player-only casino, for example Mohegan’s Inspire in South Korea, does it change the way you develop games?
There are lots of discussions about foreign-player-only casinos in Asian gaming. This is a very good topic for slot suppliers. Aruze is a global supplier of game content, which means we develop and distribute games for all markets. We are recognised by the players who ultimately decide what works best and where.
No matter whether for foreign players or in local casinos, the core concept for us is that, with a strong game library, we can react quicker to the latest market conditions and preferences than many other suppliers. We have an extremely healthy balance for the near-term and long-term development focus of our games.
How do you expect gaming in Asia to change over the next decade?
Over the next decade, I am anticipating significant evolution and growth in the gaming industry across Asia. With rapid urbanisation, rising disposable incomes and changing demographics, the demand for entertainment experiences, including gaming, is expected to fly very high. Moreover, advancement in technology such as mobile gaming and virtual reality are poised to revolutionise the gaming landscape, offering new avenues for engagement and monetisation.
Additionally, regularity reforms and shifts in consumer behaviours will shape the future of gaming in Asia, as governments embrace legalisation and regulate the industry more comprehensively.Opportunities for market expansion and innovation will abound. Moreover, a heightened focus on responsible gaming practices and sustainability initiatives will become increasingly important as the industry matures.
What do you hope to achieve in your first year with Aruze?
In my first year with Aruze, my primary goal is to drive growth and enhance our presence in key international markets. This involves strengthening strategic partnerships, expanding our product portfolio, and optimising operational efficiency. Additionally, I aim to foster a culture of innovation and collaboration within the organisation, empowering a team to deliver exceptional results and exceed our customers’ expectations.
Furthermore, I’m committed to ensuring we operate ethically and sustainably in all our endeavours. With my experience and expertise, I am confident we can achieve significant milestones and position Aruze for long-term success in the global gaming industry.
