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AINSWORTH INTERVIEW


C


ertainly, AINSWORTH CEO, Lawrence Levy has recent background as industry supplier when he served as Novomatic AG Global Sales Vice President, but his career in the gaming industry originates on the tables operation side, when


slot machines were very much a subdued attachment rather than the largest grossing revenue in most casino operations.


CASINO INTERNATIONAL: How did your move into slots machine supplier from casino operations improve your industry perspective? LAWRENCE LEVY: The change was gradual. I joined Novomatic in 2009 in Peru, overseeing the operation and growth of their slot halls, also (for the first time) assuming responsibility for the sales side of the business. After just a few months, I understood that I had a slightly different perspective of the relationship between supplier and operator based on my operational background. I hope that this gives me a level of credibility with casino owners and managers that lead to a more productive relationship.


CI: What new disciplines did you need to acquire to improve your work in a slots machine suppler company? LL: I would describe the move over to Ainsworth as being initially challenging, now exciting! With any international company the key to achieving your goals must start with open communication. I strive to hold scheduled one-on-one meetings with all department heads and regional managers, which lead to regular global discussions that clearly set out our company goals and objectives. Of course, having a handle on game development and R&D is critical, and I believe I have prioritized the disciplines required to meet and exceed market demands.


CI: Running a casino operation, owing to the dynamics of the work, needs more instant call decisions than when on the manufacturing side. Is this something to your advantage as AINSWORTH CEO? LL: I believe that the experiences obtained from working in large and very dynamic organisations such as casino operations have allowed me to develop a connection with the consumer and be able to lead with this mission. Often you need to be reactive in your decisions in a live casino environment. As CEO of Ainsworth the strategy and planning must be pro-active. In the end we sell products to people, that is why I consider having experienced all 360° of the business cycles has allowed me to be able to better understand the needs of our customers.


40 FEBRUARY 2020


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