Outcomes you can measure.

Make the analytical case to legislators and regulators that New York's gaming tax treatment of Free Play promotional credits was suppressing state gaming revenue.

Independent research on behalf of all nine New York racinos documented the economic impact and provided the analytical foundation for a successful legislative and regulatory campaign. Following the change, New York State gaming revenue grew by more than 5% — while comparable surrounding states were flat or declining.

Property was last in the Pennsylvania market. Existing volume-based promotional programs had failed to reverse revenue declines.

Implemented a Free Play reinvestment process from the ground up — targeted by patron segment, lifecycle stage, and net revenue return. Within six months, Hollywood Hershey moved from last in state to the top quartile, with no increase in total promotional spend.

Underperforming reinvestment model on an existing promotional budget.

Restructured reinvestment process produced a 7% gain in both revenue and profitability within the first 90 days — entirely through smarter targeting of existing budget.

Multi-property gaming company fighting for share in a flat/declining market.

Gravity indexing models compared market competition and showed where amenity investment was needed to better position against new and existing competition.

Overcome a misinformation PR campaign from competing casino-site bidders.

Built gravity and financial models that refuted the competition's revenue, employment, and construction estimates point-by-point. CCCVC was selected for the casino site.

Evaluate locations for expansion or redevelopment of a US gaming license to achieve the highest risk-adjusted return.

Gravity modeling, gravity indexing, population penetration algorithms, and competitive market evaluations identified a license repositioning option that generated a superior risk-adjusted return compared to the three locations under original consideration.

Marketing costs were rising without a corresponding lift in profit; no comprehensive program in place.

Re-targeted Promotional Credit spend by segment — delivered a $4M+ profit turnaround and the property's first quarterly operating profit in five years.

Declining accounts, trips, and revenue with limited internal staff to structure marketing programs.

36+ consecutive months of growth in accounts, trips, revenue, and profit. Rated Play moved from the mid-30% range to over 50%.

Lack of cohesive marketing programs and no staff monitoring of revenue or profit progress.

Increased annual revenue by $6M (15%) and held first-in-market share for four consecutive years.