THE MODERN CEO
“Concentrating our resources on team members is important
because we can’t have happy guests without happy employees.”
RODNEY ELWOOD FERGUSON, CPA, POTAWATOMI HOTEL CASINO Milwaukee, Wisconsin
Since assuming the CEO/General Manager position at POTAWATOMI HOTEL CASINO September 2017, Rodney Ferguson has applied his 37 years of financial management and operational experience as a Certified Public Accountant (CPA) to successfully leading the gaming property. Ferguson joined the Potawatomi Hotel Casino
as Chief Financial Officer (CFO) in April 2013 and was promoted to Chief Operating Officer (COO) in April 2016. Throughout impressive career with several
casino properties nationwide, Ferguson has achieved growth and introduced new operational methods and technology. He has always promoted customer service and community involvement as a centrepiece of every operation. Ferguson calls himself a “participatory executive” who adapts his management style to fit his team’s needs. He says, “Concentrating our resources on
team members is important because we can’t have happy guests without happy employees. We aim to reduce increased employee turnover, a huge issue because of the favourable, competitive economy. Employee replacement costs $7,500, considering recruitment, training, licensing paperwork, drug testing, badges and uniforms.” Unlike other tribal casinos on reservation
lands, Potawatomi’s ownership is several hundred miles away. Nine bands of Indians inhabited Wisconsin for hundreds of years, but several were later removed from their homes. The Potawatomi originally inhabited
Milwaukee’s Menomonee Valley, but relocated to 42 MARCH 2020
northern Forest County. When the Indian Gaming Regulatory Act (IGRA) and Wisconsin’s compacts reinstated the Potawatomis, now halfway through a 25-year state compact, they returned to Milwaukee. Ferguson says, “This land was once an industrial wasteland. Officials expected failure, so it wasn’t risky for them to approve our casino. Through hard work, we’ve enjoyed amazing success.” The Potawatomi’s 29-year timeline confirms their growth. Potawatomi Bingo opened in March 1991 and added slot machines after the 1992 compact signing. By 1999, federal and local agreements allowed further expansion. Construction in 2008 added 500,000 square feet, 1,300 slots and 60 table games. In 2014, the renamed Potawatomi Hotel & Casino and opened a 19-storey hotel. They again expanded in August 2019 by opening an $80million second tower with world-class amenities. This larger presence draws additional
attention and states with expanded tribal gaming have then faced increased federal
regulation. More casino jurisdictions have also meant greater competition. “When I started in 1983, it was Nevada and
New Jersey. Since then, we’ve seen an explosion of riverboats, tribal properties and racinos, so Potawatomi Hotel Casino must capitalize on our offerings and regional strengths,” says Ferguson. The Potawatomi have maximized its positive public image within Milwaukee through fundraising for local children’s charities and social responsibility programs. Ferguson states, “We are Wisconsin’s largest private contributor to problem gaming causes.” The tribe wants future generations to remain
in Wisconsin or return after college. They instituted the Tribal Leadership Development Program in 2018, providing younger members an opportunity to explore career options throughout the business. “They come to learn and set an employment path in a department that interests them and best uses their talents,” says Ferguson. He advises up-and-coming young managers to
attain a solid accounting and business education while also understanding a business’s operation. Ferguson also stresses the need to recognize an organization’s different personalities, which he claims are often more unique in this industry. Ferguson’s future goals set a high standard. He
states, “My top priority is to consistently exceed guests’ expectations and provide a safe environment. We plan to continue our property expansion and development to become even more full-service.” According to Ferguson, advanced technology will enhance that excellent customer experience by offering value to customers and “taking less time to enjoy what they want.” Electronic kiosks for carded players expedite services throughout the property.
Behind the scenes, technology captures new
data. It also aids in compliance with federal Title 31 requirements that casinos report transactions over $10,000 to the IRS. Technology may influence whether to
potentially launch a sports book program. It is a statewide issue because Wisconsin compact language affects every tribe. So far, there are no collective conversations and Ferguson
believes it “must make sense because sports betting has small profit margins and may not benefit their casino properties.” The Potatwatomi Hotel Casino is a popular
community benefactor. Ferguson happily claims, “We enjoy a well-received, mutually beneficial partnership with the City of Milwaukee, Milwaukee County and the State of Wisconsin.”
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