1) Centralise information Use a single internal hub for the project: timelines, device status, training resources, owner assignments, vendor contacts.
2) Identify stakeholders early Tis is not just a slots project. Bring in slots ops, cage, count, IT, finance, security/compliance, procurement, facilities and retail leadership - then assign ownership by area.
3) Follow the money (audit the cash path) Map every point where cash is accepted, validated, transported, counted, reconciled, or redeemed. Include guest-facing and non- guest-facing touchpoints.
4) Audit every cash-handling device Te essential question is capability: can each device be updated to recognise and authenticate the new notes? Greenawalt warned that legacy equipment may not have the sensor hardware needed for the Catalyst Series requirements, making some devices effectively obsolete.
He gave an example: CPI’s legacy SC Cashflow bill validator (launched around 25 years ago and end-of-lifed years ago) may still exist on some floors, and would require replacement (e.g., with SC Advance) to accept the new $10 and subsequent redesigned notes.
5) Build training into the plan (and refresh it continuously) Richards emphasised training as a first-line defence, and not a one- time event. With turnover, new-hire onboarding needs to include
updated currency recognition annually as additional denominations roll out.
6) Create a schedule and budget - then sequence upgrades Casinos don’t need to update everything at once. Instead, Greenawalt recommended grouping devices into logical categories and ranking them by business impact:
u revenue criticality
u guest-facing risk (public rejection vs. back-office friction) u counterfeit exposure u compliance sensitivity
u operational throughput and peak traffic
From there, build phased execution that fits normal operations and planned maintenance windows, with buffers for testing and training.
7) Execute with discipline Avoid ‘hero mode.’ Poor scheduling creates missed dates, uneven readiness, and reactive firefighting - the exact conditions counterfeiters exploit.
WHAT HAPPENS IF YOU DO NOTHING? A direct question during the session was blunt: what if we don’t change the firmware?
Can each device be updated to
recognise and authenticate the new notes? Legacy equipment may not have the sensor
hardware needed for the Catalyst Series requirements, making some devices obsolete.
168
Te most obvious risk is rejection of legitimate new notes at enabled touchpoints. If an operator chooses to delay updates in non-guest- facing areas, that becomes a conscious risk decision, but customer-facing failures should be treated as brand and revenue risk. If some touchpoints won’t be enabled immediately, he suggested using clear signage to avoid confusing guests and staff.
UPDATES, SERVICES, AND MULTI-VENDOR SUPPORT CPI positioned its support around three needs: education, planning and execution.
From a practical operator standpoint, the most relevant capability is delivery at scale: firmware/software updates, device replacements where necessary, and field execution across thousands of devices, potentially in mixed environments. CPI highlighted a large field service footprint and multiple service models (service agreements, dispatch/on-demand, depot repair, and DIY/enterprise licensing approaches), with the expectation that many casinos will use a blend.
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