Insight INTERVIEW Trevor Croker
KEY ROLES 2016 - Present Executive Vice President Global Product & Insights – Aristocrat 2015 – 2016 Interim Chief Digital Officer – Aristocrat Leisure 2009 - 2015 Managing Director ANZ – Aristocrat Technologies Australia 2007 – 2009 Sales Director - Fosters Australia 2006 - 2007 Sales Director National Accounts – Fosters Australia 2005 - 2006 Director Customer Marketing - Fosters Australia 2004 - 2005 Marketing Director Asia Pacific - Beringer Blass Wine Estates 2002 - 2004 Sales Director Asia Pacific - Beringer Blass Wine Estates
“I’m in a fortunate situation in that I’m not coming into this business with a burning platform and having to set a radical new strategy direction. The trajectory in which this business is heading right now is positive, and it makes a lot of sense to continue to execute our core strategy, albeit with some changes and evolution over time as new opportunities and challenges emerge.”
doing that while also focusing strongly on organic growth. We see the two as very much complementary.
What’s been the impact the refocusing on the US has had on the business, especially on the participation market - and how has Aristocrat turned a toe-hold in the US market into a summit-ascent?
Firstly, if you look at the transformation journey that Jamie led, there’s a great correlation between what he set out to achieve and what was actually delivered and that’s an important part of our culture. When you think about what’s happened in the US, we’ve moved to that market comprising 60 per cent of our revenues due to acquisitions and strong organic growth. It makes sense for the CEO to be based in North America now, due to the size of the region in our business. In terms of changing that toe-hold to a summit ascent, I’d return to the basics of product, people and performance. We created a great suite of products, built by an incredible set of talented people and we drove hard to deliver performance and listen to our customers. It’s not a complex formula but it’s also not easy to do.
How have you seen the business transform in your time with Aristocrat and are many of the challenges then, the same as those faced today?
Today we have to remain humble and stay focused on our customers, making great content with an incredible team of people. In this sense our core challenges today are no different to what they were in 2009. When you harness all those elements together – people, product and performance - you can achieve the kind of turnaround that we’ve enjoyed at Aristocrat. Going forward I don't see the formula changing.
How important is to be given the time to instigate your plans and see them through to conclusion?
My job is to ensure that we have the right vision, our P36 NEWSWIRE / INTERACTIVE /
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employees are following through and our customers are buying in and getting what they need. Whether we get enough time or not – that’s not something I can control.
Te strategy that we’re executing at Aristocrat has involved a broad team, we’ve all been part of the conversations about where we’re going and how we’re going to get there. It’s a conversation that’s been ongoing for seven years and will continue. I’m in a fortunate situation in that I’m not coming into this business with a burning platform and having to set a radical new strategy direction. Te trajectory in which this business is heading right now is positive, and it makes a lot of sense to continue to execute our core strategy, albeit with some changes and evolution over time as new opportunities and challenges emerge.
What’s been the best business advice that you’ve been given, and has Jamie passed on any pearls of wisdom?
Having a transition period with Jamie has been invaluable. Te ability to work closely with him and receive his personal feedback has been great for me coming into the role. ‘Don’t forget where you came from, remain humble and remain focused’ is the advice I’ll take with me into this role from Jaime. I also like another quote: ‘the standard that you walk by is the standard you accept’, which summarises my views on quality, integrity, performance and respect. Whatever you walk past is deemed to be an acceptable standard, and if it’s not acceptable then you are obliged to speak up.
You take the reins on March 1 at a time when the industry is grappling with a slower pace of casino openings and machine replacement orders. Is this a great time to be CEO of Aristocrat?
I couldn’t think of a better job. When you look at our stand at ICE, I’m very excited about where we are today and about the opportunity to lead a wonderful company of great people.
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